B3 Tech Presentation Template

PROJECTS STATUS
Week of 7th December
BitByBit Solutions Technology Team – PMO
1
2
3 Proprietary and Confidential – BitByBit Solutions – for intended recipient(s) only.
Technology Program Review
June 4, 2013
Agenda
Welcome and Agenda Review Julie Cernich 2:00 – 2:05 pm
Operational Review (15 mins) 2:05 – 2:20 pm

~5 min each
– DHCP Cluster Down in OKC Hugh Bodiford
– Avaya Calls Fail Coming Out of the IVR Dennis Neuger
– Duke Drive Network Issue Affecting Multiple Apps… Nasrin Lotfi
Key Initiative Updates (40 mins) 2:20 – 3:00 pm

Tim Cotter ~10 min each
– MRC & Collision Calendar
– PPM Upgrade Update Troy Meyers
– Olympus Bill Hulsey
– Quarterly Release Update Dan Connolly
Best in Class Spotlight (10 mins) 3:00 – 3:10 pm

– Cox Media – IT^2 Ryan Meisenheimer
Project Summaries (40 mins) 3:10 – 3:50 am

Jennifer York ~8 min each
– Discoverer to Oracle BI (OBIEE)
– Oracle EBI Exadata Build Out Spencer Taft / Russ Johnson
– BroadSoft R19 Dana Dawson
– Trio 2.1 Joseph Ferro / Cheryl Redmond
– PVE Joseph Ferro / James Doto
Wrap-up (10 mins) Kevin Hart 3:50 – 4:00 pm
Proprietary and Confidential – BitByBit Solutions – for intended recipient(s) only.

5
Program Review Focus
Group
6
Monthly Program Review: Focus Group Output
March April May June
• Form Focus Group Ops Review / Updates Ops Review / Updates • Deliver/Deploy/Operate
• What’s working? structure?
Ops Readiness Overview MRC,
• Where can we Post Deployment Update Collision Calendar • PM Focus area?
improve? • Accenture (SPA) Update?
Natural Disaster Updates (snow
• Met bi-weekly storm, hurricane Sandy)
PPM Evolution Update
• Post-launch updates?
• Brainstorm agenda • Top 10?
Best in Class project overview and
ideas best practices
Olympus • App Dev Methodology?
• Deployment Framework?
Quarterly Release update Quarterly Release update • Architecture update?
Focus Group
Architecture - Frank Tom Project Reviews (specific projects
Project Reviews (specific projects
App Dev - Josh Nelson TBD)
TBD)
App Dev - John Olmstead
App Dev - Harold Anderson
App Dev - Jennifer York
Engineering - Mike Latino
Engineering - David Hicks
Engineering - Sesha Gubbala
Engineering - Rob Ames
Tech Ops -Scott Smith
TQC - Kay Taylor
TQC - Daniel Forester
TQC - Deigo Ballesteros
BRR CAM - Will Bracker
BRR CAM - Kevin Nichols
BRR PM - Lance Casey

Monthly Program Review: Focus Group Output
Logistics Project Items Overall Items

Monthly "spotlight" something great we've
Have a different theme each month ("Video",
Room Set-up - Round Tables rather than rows? accomplished - or "What's going on in BSS, or
ICOMS, etc). Present all inter-related projects.
Engineering, etc"
Have a different PM focus each month (e.g. Weather related updates, Hurricane Sandy, Snow
Try to avoid Fridays if possible (Will work on this!) financials, project plans, risks, teamwork) storm, etc.
Bring in a guest speaker - Video, Marketing, Home

Provide Post-launch updates (significant items, Security, etc.
Meeting ground rules - laptops closed
customer usage, customer & Product feedback)
• May prevent real Technology discussion?
Once a quarter cover Top 10; other months include

Audience engagement - keep 'em interested Break up meeting by "Deliver, Deploy, Operate"
lesser-known projects
Tell the project story – tell “cause & effect” and Put positive spin on Ops reviews (outages, prod
Record and send action items to PMs (they can't how we’re impacting end customer issues) - add lessons learned, but don’t let positive
take notes while presenting) • History of origination, capabilities, milestones & high level tasks, spin obscure the ugly truth either
where is project today, demos where applicable
Use break-out sessions or small task-teams to
Add SharePoint link in the project status slide Bring in projects that never went yellow or red discuss topics, i.e top 5 pain points in Technology
• Collect commonalities month to month of 'perfect' projects. or problem solving an issue for a particular project
Educate on best practices...
Add standing Metrics each month, i.e. total

Keep: Appendix slides in deck More fact based status - don't gloss over problems projects through WE, in Dev, in Test, etc. each
month
Incorporate project updates for projects that will
Keep: Time of day – should stay in the afternoon so be included in an upcoming PRC Make project reviews Actionable – less “no
field can attend (Will work on this!) questions asked” readouts
Project update includes a plan or recommendation
Keep: Run well, stays on time, time clock, ends on on how to makes things better, rather than just a Revisit Business Case 6 – 9 months post install –
time project read-out did we meet expectations?
Provide a summary Quarterly Rollup of PRC- Assign a cross functional leader who has
Focus Team decides on agenda each month? Governed portfolio (how we’re pacing, where reviewed agenda beforehand, to poke around at
we’re ahead/behind projects – ask questions to pull out specifics
Any other way to provide this information –
monthly Video meeting? Provide an Ops Review type read out – how we’re
rolling up against Run OpEx, Time Tracking,
Capacity, overall Budget, etc

8
Operational Review
9
DHCP Cluster Down in Oklahoma City
Start Date/Time: May 8, 2013 9:55 PM

Close Date/Time: May 8, 2013 11:11 PM MTTR: 76 Minutes
Description: Storms in the area caused the AC Power to cycle, this activity affected a board within UPS-A
causing it to reboot. The UPS-A failure exposed the lack of AC power redundancy to the effected
equipment.
Affected Areas: Oklahoma and Tulsa data customers (~25K)

Business Impact: DHCP, LDAP, and DNS servers. If cable modems were reset or leases expired, they
would not have been able to get another IP address.
Root Cause: Resolution: Preventative Steps: Lessons Learned:

Improper Local engineers Schedule annual audits to This issue reiterates the
installation of AC added cabling to ensure redundancy is still need for a standardize
Power caused power from UPS- in place across all RDC’s work package
outages to DNS B so redundant
load balancers, powering is now
LDAP and DHCP. place for these
servers.

10
Avaya Calls Failing Out of IVR
Start Date/Time: April 23, 1013 6:25 AM

MTTR: 311 Minutes
Close Date/Time: April 23, 2013 11:36 AM
Description: A configuration change was applied to the Voice Portal Applications to enable more efficient use of
connections to the database. This action was a result of the incident on 12/24/2012. This configuration change
was tested within lower environments with Cox assistance. The change had to be backed out, and it did not go
successfully. The original file versions were not restored.
Affected Areas: All Call Center Operations

Business Impact: Cox Customers are unable to report any service troubles to the Customer Care Agents
Root Cause: The Resolution: Preventative Steps: Lessons Learned:

version mismatch Backed out the • Every change activity on the • Validation needs to take
appears to be the change. Avaya platform will have a place after every change.
root cause for the Identified all files conference bridge for that • Communication for
unsuccessful change that had not change activity. changes performed by the
in Prod, but lack of been restored to • The change bridge will vendor needs to be crisp –
pre- convert to a validation bridge need a better understanding
post-chg validation is
implementation once the change is complete of what ‘s happening and
the root cause for
versions. (coordinated with Care) – at when, (MOP), including back
this to be service Restored the least until successful test calls out plans.
impacting. Also, modified files to can be made to each market • Need audit of
human error on the their pre-change • Test calls will be made to production /non-prod
back out procedure version and each market to ensure that application versions to
further exacerbated restarted the the change caused no negative ensure we do not have
the impact. applications. impact. similar version mismatches
in the future.

11
Duke Drive Network Issue Affecting Multiple Apps
Start Date/Time: May 3, 2013 12:30 am

Close Date/Time: May 3, 2013 4:15 am MTTR: 225 Minutes
Description: A server switch at Duke Drive (Switch 14) had a configuration applied to the uplink interfaces
that isolated the switch from the rest of the network. This caused a loss of connectivity to hosts that were
directly connected to the switch and the services and applications that these hosts support.
Affected Areas: Applications physically connected to Switch #14 were impacted

Business Impact: Employee and outsourcer access to tools and services like Kana Response, iKnow, STAR,
Avaya, TnC, and portions of Lync group chat.
Root Cause: Resolution: Getting Preventative Lessons Learned:

A supervisor physical access to Steps: Plan to The time to resolve
engine failover remove the Upgrade switches issues when physical
triggered bugs to 6.1 (bug is access is required at
within the
incorrect
fixed). Adjust Duke Drive is longer.
operating system. configuration from procedures in the Manual correlation of
When the change the interfaces meantime to alert “storm’” can lead
was executed, the eliminate create to confusion
switch was conditions for bug
isolated from the to be triggered.
network.

Key Initiative Updates
13
MRC & Enterprise
Collision Calendar
Tim Cotter
Exec. Director, Technology Svc Mgmt & Client Support
June 4, 2013
14
Maintenance Readiness Committee (MRC) – Overview
What is MRC? Benefits of MRC
• Maintenance Readiness Committee • Improve Reliability

• Meets every Friday Morning • Get Better, Smarter about our
• Face to face & Remote members Objectives
• Attendees
• Review key plans with Technology Sr.
• CTO, Technology Lead Team
Team and Field Leaders
• Field Technology Leaders
• Rotating / Invitation • Provide an understanding of potential
• Platform Owners impacts
• Technical SMEs
• Project Leads • Mitigate Risk and Vulnerability
What is Why are

this? we doing
this?

15
Maintenance Readiness Committee (MRC) - Overview
The Maintenance Readiness Committee leads risk assessment, get well plans and
discussions around major errors & vendor engagement for major outages
Technology Risk & Get Upcoming High Risk,

Well Plans High Impact Field Engagement
Maintenance Activity
 Key Services and  Insight into Customer

 Communication
Platforms Current Focus Experience
 Coordination
• Avaya Call Center Platform
• Voice Manager / BroadSoft  Knowledge of Chronic
 Mitigation of Risk and Issues
• Trio / CVM / TVConnect
• Web Methods middleware Vulnerabilities
• Video on Demand  Partnership on
• Others as risks are  Linkage to Other Implementing
introduced Planned Activity Solutions
(Enterprise Collision
 Major Outages in past
Calendar)
week and Preventative
Action Plans

Enterprise Collision Calendar – Overview
Comprehensive View of Major

Change Activities Enterprise Collision Calendar
• People
• Process
• Product Launches
• Network Transformation
• Technology Maintenance
Semi-Manual
• High Risk, High Impact ECR Tickets
are auto-fed
• Most other entries are manually
entered
Leveraged more and more…

• Referenced in PRC / LRC meetings
• Used in weekly MRC meetings
• Reviewed by Senior Ops Team
Weekly Working Team

• Discuss upcoming activities
• Address Conflicts
• Review items learned from
previous week
PPM Evolution
Troy Meyers
Sr. Director, Technology Quality & Control
June 4, 2013
18
PPM Evolution – What is it and Why do it?
PPM Evolution includes an Upgrade, Improving current customizations, Simplifying
the user experience, Enabling new capabilities, & Launching resource management.
1 PPM must be upgraded. Our current version is end of life.

As we mature our processes, we need to be able to scale
2 and leverage all of the PPM tool capabilities.
Remove customizations, leverage configuration and get us back on the tool
3 roadmap.
While we are under the hood….
The tool is difficult to use. Improve the user experience, reduce swivel chairing /
4
duplication, and increase tool adoption.
5 EPM and Assured need to be supported in the tool.
Data is inconsistent. It needs to be accurate, reliable. Ensure data integrity
6 through guardrails.
7 We need faster insight of project and program work plans, changes, risks, issues,
and interdependencies.

19
PPM Evolution – HP PPM History & Future
2014+
et to P PM Ev o lu tion?
How did we g 2013 Future Capabilities
 Expansion of Resource
2012 Management
capabilities
 Demand Management
2011 EPM Expansion
 Get Healthy! Get Simple!  Run Asset Revision
 Financial Integration
2010 EPM Stand-Up with Sage, Oracle Get on the same page!  Release Management
 Enterprise focus  Established PPM  PPM upgrade to 9.2  Program Management
 Existing PPM functionality Governance Board introducing numerous  Timesheet / Actuals
UPF Introduced
was reconfigured / turned usability enhancements Integration
 Basic PPM functionality off:  EPM, Assured,
 Improve financial summary
deployed to support the  Proposal Technology  Executive Scorecard
roll-out of UPF 1.0  Project Transformation &  Proposal, Work Entry
 Proposal
 ALM/QC integration
 Introduction of new PPM alignment integration
 Projects concepts & PPM
 PPM Roadmap  Integration of Technology’s
 Staffing Profiles functionality such as:
assessment started Assured process
 POA
 Budgets by stage  Introduction of Resource
 Investment categories Management functionality Pending
 Enable PM Methodology
Funds
 Guardrails, ensure data
accuracy
 Ability to scale
100+ Projects 200+ Projects 400+ Projects
Portfolio-only Focus Portfolio & Project Focus
20
PPM Evolution – PPM Strategic Roadmap
Work completed from Nov – Jan. Findings, recommendations reviewed in Jan with the PPM Governance
Board. Sponsor alignment in January. 2013 implementation planning activities started in February.
Key Inputs to Roadmap:
• Assessment of current implementation
• Stakeholder interviews to capture bus objectives, priorities
• EPM Technology Transformation 2013 Roadmaps
• PPM Maturity Model, Best Practices
• PPM Upgrade plan, approach
• User Adoption

21
PPM Evolution – What is the Scope?
EPM Proposal & Project Financial Summary
• Add Impacted Technology groups to EPM proposal • Connect the staffing profile to the Financial
• Feed SharePoint W/E lists with PPM proposal data Summary for Technology Resource Management (in
• Optimize workflows to support EPM paths the Technology Project)
• Remove unnecessary approval steps • Lock down “Actuals” line items
• Remove unnecessary fields • Guardrails for creation of cost line details
• Customized Health Metric calculations • View Financial Summary totals, by quarter, & by year
• Add data guardrails • General usability enhancements
• General usability enhancements
Dashboards, Portlets, Training, Reporting
Technology Proposal & Project • Dashboards to support PPM functional roles
• Create sub-project to support Assured • Portlets to support PPM functional roles
• Ability to know which SDLC phase the project is in • Reporting capabilities via OBIEE
• Tracking of Assured deliverables • Standard 1-page project status report developed
• Tracking of Assured criteria • Create portlets of parent-child records
• Tracking of Assured stakeholder approvals • Training created to support PPM functional roles
• Tracking of Solution Design Team approvals
Resource Mgmt - Pilot Q3, Launch Nov. Transformation Project Work Plans (EPM & Technology)
• Process for Technology employees, staff augmentation • Autonomous capabilities between project and
contractors, & professional service resources within PPM work-stream
• Core functionality of Resource management configured • Optional assignments of resources to work-plan
• Report on Technology Capacity at Organization, • MS Project interface capabilities (business process
Department, and Resource Pool level of this module is TBD)
• General usability enhancements

22
PPM Evolution – When? How?
• PPM Evolution is one of the August Transformation
initiatives!
• Technology Transformation Framework will be
leveraged for our communications and training.
• PPM War Room will be available with live support
• PPM Evolution Launches on July 29!
Technology Transformation August Launch – Communication & Training Plan

Leader
Today Registration Go Live!
June Opens
Jul 1 Aug 1 Sep 1
Aug 26
Jun 17
Change Train the Trainer (T3) Leader ‘s Launch
Agent Technology Leaders Train Teams & Certify Live Support
7/1-7/2 Mon 7/15 – Fri 8/16 7/29 – 8/23 Mon 8/26 - Fri 9/6
Info Graphic PPM Business PPM Technology PPM RFx WorkForce Logic
May 31 Road Show Road Show Deep Dive Training PPM War Room Deep Dive Training
Mon 6/10 - Fri 6/28 Mon 6/24 - Fri 7/12 Mon 7/15 - Fri 8/9 Mon 7/29 - Fri 8/9 Mon 8/12 - Fri 8/23
Dev. Methodology
Deep Dive Training
myAXis Table tents August Video Mon 8/12 - Fri 8/23
August 2013 September
June Project Tri-Fold July July EPM Technology Interview
Launch Technology
FastForward Update Hand Outs FastForward Newsletter FastForward Updates
Announcement PM & BA COE, Architecture FastForward
Jun 3-7 Jun 17 Jun 21 Jul 1-5 Jul 1-5 Aug 5-9 Aug 12-16
May 27 Deep Dive Training Sep 3-6
Aug 12-23
We need your support! Attend T3. Train your teams and

ensure right folks are in the deep dive training sessions.
23
PPM Evolution – Supplemental Information – WIFM Technology Leaders
What we heard
Improve the experience for PMs and BAs

I’m concerned about the amount of
change occurring in Technology I need faster insight for project
changes and interdependencies
Your benefits
Improved visibility into and portability of project and portfolio information across the organization
 Tighter integration between EPM and Assured governances

 Improved ability to plan for and manage cross-functional project needs and resources
 Faster insight into project changes and interdependencies
 Faster speed of escalations for issue resolution and handling
 Improved operational support and maintenance capability
 Improved productivity of PPM users
 Improved data integrity
 Eliminates/limits backlog of enhancements
 First key step for enabling PM methodology, RM, future demand management, total cost of
ownership for asset management

24
PPM Evolution – Supplemental Information – WIFM Technology PMs
What we heard
PPM is difficult to navigate
I can't upload an MS Project

file or my estimates I’m having to “swivel chair” my project planning; it’s
being managed in two different places
Your benefits
Increased usability, reduced duplication, improved ability to plan and manage cross-functional projects
 Reduced duplicate data entry and status reports

 Streamlined workflow
 Faster speed of escalations for issue resolution and handling
 Improved visibility into the EPM side of the project (workplan/milestones, EPM gate status, money spent,
interdependencies)
 Technology perspective/accountability of PPM data
 Automated work entry feed from PPM to SP
 Enabled MSP plug in to enhance standard status, health, and workplan management
 Ability to import risk and issue logs using a standard template
 Enforced data integrity through security guardrails

25
PPM Evolution – Supplemental Information
Program Governance
George Asselin Program Lead
Key POCS
Julie Cernich CPMO & PM Methodology
Athena Costarides Technology Lead
Paul Dangel EPM & Business Processes
Shermillia Edmeade Assured & Gating

26
PPM Evolution – Supplemental Information
Communications & Training Collateral

27
Olympus
Bill Hulsey
VP, Field Engineering & Operations
June 4, 2013
28
Olympus – Aligning Multiple Program Dependencies and Ownership
Tight collaboration across programs will be necessary to ensure success and avoid duplication of
efforts. APM will provide the information to support all programs. Governance will align the
teams.
Olympus Governance Olympus Goals:

Resi B/OSS Strategy NMS nGO IT Track
• Align dependencies between
• Current State • TBD • Field App planned projects and nGO IT
Tom Architecture TBD Rationalization Hulsey work-streams
• Future State • ICOMS Support Opt.
Architecture • Infrastructure
• Coordinate governance and
• 3 Year Roadmap Consolidation Shipp streamline reporting to
• B/OSS Application Roadmap • End User Support leadership
• Based on CARM
• Reduce duplication in data
EBI EBI gathering
Eckert
Tamez ICOMS • Align programs to identify
• ICOMS Roadmap opportunities and develop an
• ICOMS Standardization and Consolidation
enterprise roadmap across
domains
Tom Application Portfolio Management Tool – Troux
• Tool Implementation and Management • Manage dependencies
• Application Assessment and Data Collection between strategy,
• Application Data Quality Management
infrastructure, and applications

29
Olympus – Program Team
Collaboration across programs and with Field leadership will be necessary to ensure success.
Below is the program structure with key members of the leadership team.
Rob Smallwood Guy McCormick

IT Executive Leadership Team (IT ELT) Debbie Simmons John Civiletto
Mark Kaish Marci Saaijenga
Brad Shipp Johannes Eckert

Olympus IT Ownership
Frank Tom Bill Hulsey
Steering Committee Lionel Tamez Ed Wood
TBD Allison Goehring-Houck
Leadership Teams (LT) Rob Reynolds (ACN)

Tin Huynh (ACN)
Echols TBD TBD
B/OSS NMS
Roadmap nGO IT Regional Directors:
Rustich/
Lotfi Metz Hedberg Rex Hancock (CA) Jim Davis (OK)
Whited
TBD Bissette Rachel Infra End User Field App Donnell Rustich (CA) Melissa Quackenbush (LA)
ICOMS
EBI ICOMS APM Consolidation Support Rat
Sup. Opt. David Hedberg (AZ) Sean O’Connell (VA)
Item Objective Frequency

IT Executive Leadership Team Awareness and governance from a strategic IT perspective. Monthly
Steering Committee Review Provide guidance to all programs - reviewing status, schedule, quality and funding requests Weekly
Leadership Team Status Provide status of projects and work to manage dependencies/opportunities. Weekly

30
Olympus – High Level Framework
Olympus will guide discovery and analysis across programs – driving to one IT roadmap.
Olympus IT Governance
• Governance Management • Risk Management • Scope Management • Financial Management
• Issue Management • Quality Management • Dependency Management • Business Case Management
Discovery Analysis and Integrated Roadmap Development Execution

• Define Guiding (Opportunity Identification and Alignment) Alignment
Principles, Scope,
Goals, Key Milestones
Residential B/OSS Roadmap
and Objectives
NMS
• Inventory & Classify
App, Technology, and ICOMS
Tools
- Enrich ROME data
- Tech implications nGO Infrastructure Consolidation
• Process nGO EUS

- Process Current State
- Analyze Existing
Processes nGO ICOMS Support Optimization
• Draft Business Cases nGO Field Application Rationalization
EBI
APM - Troux

31
Olympus – Initial Discovery Approach
Olympus will work to coordinate discovery efforts, reducing overlap or requests for the same data.
Application data collection will begin first, but will be aligned with process, data, and
infrastructure data collection/validation through an iterative process.
Infrastructure Discovery
• Usage
• Function
Application Discovery
• Mapping to Application
• Application Surveys
• Submitted to domain leads and Directors
• Pre-populated with previously collected data Data / Information Discovery
• Usage
• Function
• Mapping to Application

32
Quarterly Release
Update
Dan Connolly
Sr. Director, Technology Quality & Control
June 4, 2013
33
Quarterly Release Update – Q2: PVE Friendlies Launch 6/27; GA on 8/5
QA Int
Environment Plan:
Environments can support delivery as planned assuming PVE 1.0 &1.0.1can exist in the same environment as stated by Cisco
Ask:
• Hold off on ALL non-essential environment changes between now and 8/15 that impact the Video QA environment
• All changes in the labs (Duke & P6) that touch QA Video environments follow the ERM environment change control process
• Development fix agent & environment support for nights & weekend testing including Cisco

34
Quarterly Release Update – Cox Business Release Summary
March 2013 April 2013 May 2013 June 2013 July 2013
 VMRD Alpha (in prod) Customer gateway performance
 Calix B6 & ONT issues caused a 1 week delay
 Vision Voice 3.3.1 in the alpha launch which has
Release A
CR34145 – 6 CR34211 impacted also impacted soft &
QA3
CR34223 – 9 CR34384
CR34236 – 7 CR34731
hard launch dates
CR34255 CR34829
CR34291 – 313 VMRD Soft VMRD Hard
Launch Launch
QC3003
QC2876
Release B
 Fairfax Count Public Schools

Caching & time
QA1
 IP-VPN
CR34417 display issues
CR35075
* Integration testing identified during
Alpha will impact
soft / hard launch
 IPC MA 1.1
 IPC MA & VV 1.2
 COI
Release C
QA2
CR34255 QC3130 QC3166 – 68
CR34384 QC3138 QC3173 – 4
CR34731 QC3147 – 8 QC3176 – 84
CR34800 QC3150 – 1 QC3187
CR34803 QC3155 QC3190 – 94
CR34804 QC3159 – 63 QC3196 - 7
We are here
SVT
PVE
Env Release Solution Test UAT 2 SVT by Support
Dev Deploy
Build Candidate 4 – 6 Weeks Weeks TechOps 2 Weeks
* Integration testing: only 5% of code being delivered

35
Quarterly Release Update – Project Change Control Process Flow
The purpose of project change control is to enable informed decision-making on changes to in-flight
projects, ensure no unnecessary changes are made, and ensure that all changes are documented
Tech PM
Business Current facilitates Tech PM
Owner Review & Shares
Identify
Initiates Release Analysis Analysis with
Change (gathers CAM &
Request (CR) estimates) Release
in PPM with Tech Manager
Teams
Future
Determine
Approved Tech PM
appropriate Tech PM
timing to Disposition Communicates
Shares of Change
prepare to project team
Analysis Request
estimates & Builds
Results w/
Change into
CCRB
Not Plan
Approved
s s with
P roce Tech Lead Communicates & Provides
i l oting o & CB Alternative Options/Solutions to

P e
Vid
Business

36
Best in Class*
Cox Media – IT^2
Ryan Meisenheimer
Sr. Manager, Technology Business Requirements & Relationships
June 4, 2013
37
CM IT^2 – What is it?
Description: Replacement of CMI legacy IT infrastructure and updating of SQL platform to

SQL2K8. Completion of IT^2 will provide the foundation for normal lifecycle planning and support
by CCI.
Project Start Date: January 3, 2013

Project End Date: July 15, 2013
Key Drivers:
• 90% of current equipment beyond 5th year of service.
• Key applications require upgrades to SQL2K8.
• Microsoft support of SQL2000 expired April 2013.
Business Impact:
• Platform to support CMI objectives for the next several years and enable implementation
of CMI project roadmap.
• Platform designed and implemented to CCI standards to ensure enhanced support.
• SQL platform will include dedicated Dev, QA, Training, Staging, and Production
environments.
• Formal CCI support model and SLA’s (Hardware/OS only)

38
CM IT^2 – Evolution of CMI Infrastructure
PAST CURRENT STATE FUTURE STATE

Decentralized - Market Based Centralized - Legacy Centralized – CCI standard
IT Platform IT Platform IT Platform

39
CM IT^2 – Impacted Teams
CMI
Project Management
Technology/Engineering
SQL / Application Support (ATL/PHX)
BRR
Project Management
QA (SQL Server / Application)
Finance
Tech Ops Architecture

Networking
QA
Performance Testing (Hardware / OS only)
Windows
Hardware / Storage
NTOC
Ops Readiness

40
CM IT^2 – Keys to Success
 Prioritization and support from CMI/CCI senior leadership

Sponsorship
Executive
– Close engagement between CPMO and CMI Finance

– Strong commitment to CMI platform in support of enabling projects
 Expand & strengthen CMI/CCI relationship

- CMI collaboration with CCI architecture; alignment with and leveraging of CCI
Partnership
CCI – CMI
standards.
- CCI ownership of hardware and OS infrastructure support. CMI maintains
support of SQL platform and various applications (Novar, TIM, etc.)
- Formalized service model and creation of SLA’s for various environments.
 Integrated Project Management

Best
Collaborative
in
Governance
• Cross organizational
• Cross functional Class
• Breaking down of barriers
• Partnership built on respect & trust
• LOTS OF COMMUNICATION

41
PROJECT: CM-IT PPM Number(s): 34457 Report as of: 5/29/13
Current
J
Upgrading of hardw are and database platforms to improve system performance and
Brief Description (scope) Customer
employee productivity
Satisfaction
Overall Project Status: Category: Infrastructure Remaining

YTD Financials Actuals Budget
Schedule Project is behind schedule due to delay in Spend
l
CAM: Ryan Meisenheimer
receiving the SAN storage. Further
delays related to configuration of SAN. Project Manager: Ryan Meisenheimer Non Labor Opex $224,784 $193,729 ($31,055)
Business Owner: Dan Garvel Capex Softw are $161,334 $154,136 ($7,198)
Scope Requirements have been established and
l
Technology Ow ner: Debbie Simmons Capex Hardw are $572,070 $566,000 ($6,070)
hardw are architecture constructed.
Detailed design is complete and approved. Employee Labor $33,124 $40,000 $6,876
Key Partners: CMI
Contractor Labor $16,905 $9,000 ($7,905)
Budget Funding has been secured and all Key Vendors: N/A
l
Other $0 $0 $0
hardw are and softw are licenses have
been procured.
Target Market(s): All markets Totals $1,008,217 $962,865 ($45,352)
Key Accomplishments (up to 5):

● Hardware and software licenses procured
● Detailed architecture/design completed and approved
● SQL database servers, file servers, and ESX hosts have been installed.
● All databases ported to new infrastructure
● QA of hardware and OS complete
Forecasted Milestones/Activities (up to 5): Date to Complete

● VM / SAN deployment 5/30/13
● Finalize Support Model 6/14/13
● Production deployment 7/15/13
●
●
Date Milestone Dummy

if any Milestone Height Define Analyze Design Build
SDLC Phase:
1/7/13 Project Start0- 1/07/13
Project Start10- 1/07/13 Test Trial Launch Stabilize
Tech Gate: Portfolio Alignment Launch Closeout
7/15/13 Project End 0- 7/15/13

Project End 2- 7/15/13 Entry Portfolio Align Launch Close
42 Curre nt Comple te d 42
PROJECT: CM-IT PPM Number(s): 0 Report as of: 5/29/13
Risks or Issues
Type Description Priority Owner Impact Date
Risk Microsoft terminates SQL Server2000 support High Tom Meyer 4/9/2013 43
Risk Complex support model betw een CCI and CMI High Ryan Meisenheimer 7/15/2013 41
Risk Lack of SQL2K8 experience Low Tom Meyer 3/1/2013 25
Risk Unpredictable IT production issues/escalations unrelated to IT^2 Medium Ryan Meisenheimer 2/4/2013 64
Risk Inadequate amount of SAN allocated to infrastructure High Tom Meyer 4/1/2013 52
Risk High 0
0
0
0
0
System or Application Impacts Project Impacts

Ups tre a m / Ups tre a m / Ups tre a m / Ups tre a m /
System / Application Name System / Application Name Project Name Project Name
Do wns tre a m Downs tre a m Downs tre a m Downs tre a m
Ad Copy Wizard U 0
EBIF Trio / Local Ads U 0
ONE TIM U 0
Novar Upgrade U 0
0
Functional Dependencies 0
0
App Dev - BRR App Dev - BSS, OSS, CSS Architecture 0
0
0
14
21
7
13
Engineering Quality & Controls Tech Operations 0
0
0
0
0
0
43
Project Summaries
44
Traditional & Milestone Technology Delivered Project Gantt

45
Project Summary Breakdown
Customer
# Project Name Schedule Scope Budget
Sat
1 Discoverer to OBIEE n n n n
2 Exadata EDW / ODS Growth n n n n
3 BroadSoft R19 n n n n
4 Trio 2.1 n n n n
5 PVE n n n n

46
Discoverer to
Oracle BI (OBIEE)
Jennifer York – Sr. Director, Business Intelligence

June 4, 2013
47
Discoverer to Oracle BI (OBIEE) – PSTAGE
What are we doing?

Over the next 8-14 months, EBI will work to build an ad hoc environment within OBIEE that
mirrors (as much as possible) the current PSTAGE – Discoverer reporting environment.
Key activities include:
 Analyze and compare PSTAGE to EDW to identify gaps and ensure key PSTAGE-
Discoverer tables are ultimately made available within EDW for OBIEE reporting
 Implement a single comprehensive OBIEE Data Model that enables ad hoc reporting on
EDW data.
 Build a stand-alone OBIEE environment to support Business Intelligence and Analysis ad-
hoc reporting needs going forward.

48
Discoverer to Oracle BI (OBIEE) – Current Enterprise Reporting Model
• Cox currently supports two overlapping Enterprise reporting platforms

• Oracle BI and Oracle Discoverer (approaching end-of-life)
• Cox’s Oracle BI platform uses the Enterprise Data Warehouse, offering an

enterprise view for reporting and analysis purposes.
Infrastructure • Cox’s Discoverer environment is limited to PSTAGE and offers end users a site
specific view for reporting and analysis purposes (Finance Oracle Discoverer instance is out
of scope)
• Oracle’s technology roadmap is focused on their Oracle BI platform.

• Oracle will provide maintenance-based support on their latest version of Oracle
Discoverer going forward. However, they will focus development of new features,
functionality, and system integration efforts on Oracle BI
Cost • Cox incurs annual support costs for the two reporting platforms, exceeding
$200K annually
• From an operational perspective, reporting platform support is split between

Supportability
both Oracle Discoverer and Oracle BI.

49
Discoverer to Oracle BI (OBIEE) – Scope of Work
ICOMS ODS
% of Discoverer/PSTAGE
Future Phase – Data Mirror % of Discoverer/PSTAGE Tables in EDW and Integrated
from ICOMS to ODS Tables in EDW with OBIEE Ad Hoc
At Project Inception
Other PSTAGE 133/274 tables exist in EDW 49% EDW 51% 0% OBIEE
X-Y Tables 700 Tables
PSTAGE-Discoverer
274 Tables
Project Objectives
• Expose all 274 Oracle PSTAGE/Discoverer tables in OBIEE Ad Hoc

• Migrate remaining Oracle Discoverer/PSTAGE tables (141 of 274) to the EDW and OBIEE for continued
support of current Discoverer user reporting needs
• Transition Discoverer users to the Oracle BI (OBIEE) reporting solution (includes Training and Support)
• Decommission Oracle Discoverer by end of 2014 – Stretch Goal Mid-2014 (Pending Phase II Approval)

50
Discoverer to Oracle BI (OBIEE) – Phase 1 Project Goal
ICOMS % of Discoverer/PSTAGE
Tables in EDW and Integrated
% of
Discoverer/PSTAGE with OBIEE Ad Hoc
Tables in EDW
At end of Phase 1
Other PSTAGE 226/274 tables in EDW 82% EDW 18% 82% OBIEE 18%
X-Y Tables Y Tables
PSTAGE-Discoverer
274 Tables
Projected Accomplishments
• 82% of in scope PSTAGE data will exist in the Enterprise Data Warehouse
Infrastructure • 82% of in scope PSTAGE data will be available for ad hoc reporting and business
analysis within OBIEE
• EDW will include significant amount of ICOMS-related data available at an

Data
Enterprise detail level view.
User Experience • Users are one step closer to having a fully integrated reporting experience
through EDW-OBIEE for reporting and business analysis.

51
Discoverer to Oracle BI (OBIEE) – Accomplishments to Date
% of Discoverer/PSTAGE
% of Discoverer/PSTAGE Tables in EDW and Integrated
Tables in EDW with OBIEE Ad Hoc
49% EDW 51% 34% OBIEE 66%
Project Status
• New Enterprise BI Ad Hoc environment (bi.adhoc.cox.com) and metadata dashboards built to

support 133 pilot users
• Completed OBIEE Integration Testing and Infrastructure configuration
• Exposed 94 tables in the OBIEE repository for Ad Hoc reporting
• Completed Deep Dive Analysis of 20 Priority-1 PSTAGE tables planned for EDW migration
• Completed Build for 11% of PSTAGE mirrored tables
• Design and Build in progress for EDW enhancements

52
Discoverer to Oracle BI (OBIEE) – Phase 2 Project Goal
ICOMS ODS % of Discoverer/PSTAGE

% of Discoverer/PSTAGE Tables in EDW and Integrated
Future Phase – Data Mirror Tables in EDW with OBIEE Ad Hoc
from ICOMS to ODS
At end of
Other PSTAGE Phase 2 100% EDW 100% OBIEE
X-Y Tables Y Tables
PSTAGE/
Discoverer274 Tables
Projected Accomplishments
• 100% of PSTAGE Discoverer data migrated to EDW

Infrastructure • 100% of PSTAGE Discoverer data exposed within OBIEE for ad hoc reporting
analysis
• PSTAGE/Discoverer data fully integrated with the EDW

Data • Comprehensive OBIEE data model that enables ad hoc reporting on
PSTAGE/Discoverer
• Single Enterprise reporting platform

User Experience • Environment that enables standardized reporting and data governance across
the Enterprise
5
3
53
PROJECT: Discoverer to OBIEE PPM Number(s): 34522 Report as of: 5/29/13
Current
Brief Description (scope) Migrate Oracle Discoverer Metadata (ICOMS-PSTAGE) and Reports to OBIEE 11G. Customer
Satisfaction J
Overall Project Status: Technology
Category: Remaining
Development YTD Financials Actuals Budget
Schedule On target (phase 1 project end date Spend
l
CAM: n/a
targeted 10/18)
Project Manager: Greg Pascal Non Labor Opex $0 $0 $0
Business Owner: Lionel Tamez Capex Softw are $0 $0 $0

Scope On target (phased approach)
l
Technology Ow ner: Lionel Tamez Capex Hardw are $0 $0 $0
Employee Labor $25,072 $248,771 $223,699

Key Partners: Field Sites/Atlanta
Contractor Labor $83,180 $553,040 $469,860
Budget On target (under review ) Key Vendors: Accenture
l
Other $0 $0 $0
Target Market(s): all Totals $108,252 $801,811 $693,559

● Work Stream 1: Production readiness validation complete on 5/29. Targeting production deployments 6/4 - 6/13
● Work Stream 2: ETL analysis complete on 5/30
● Work Stream 3: Iteration 1 build complete on 5/28 - Customer Master Fact and House Master Fact Tables
● Work Stream 7: OBIEE training complete on 5/30
●
● Work Stream 1: Build and unit testing (38 of 58 gateway views in scope to covert to mirrored tables in PSTAGE) 10/4/13
● Work Stream 2: Design (93 of 141 PSTAGE tables in scope to migrate/build in EDW) 8/2/13
● Work Stream 3: Iteration 2 design - derived Transaction Fact Tables 6/14/13
● Work Stream 4: OBIEE Customer Interactions presentation folder build and RPD enhancements 6/21/13
● Work Stream 3: Code review (iteration 1) 5/31/13

SDLC Phase:
3/25/13 Project Start0- 3/25/13

10/18/13 Launch - 10/18/13
0 Launch - 10/18/13
4
10/18/13 Project End 0- 10/18/13
PROJECT: Discoverer to OBIEE PPM Number(s): 0 Report as of: 5/29/13
Risks or Issues
Issue Issues identified w ith the existing data architecture. Weekly w orking sessions scheduled to prioritize key issues and enhancements
High for data clean
Anoop
up. Beena 4/11/2013 ##
Risk Project de-scoped due to funding and resource constraints. Additional budget amount requested to cover remaining scope is pending
High review andLisa
approval.
Coleman 4/19/2013 ##
Risk Gatew ay view conversion deployment delays may have dow nstream schedule impacts due to ETL dependencies Medium Salila Sharma 5/17/2013 ##
Issue Oracle issues impacting report functionality and data aggregation in the OBIEE Ad Hoc Environment. Service ticket opened w ith Oracle
High support for
Kevin
resolution.
Doherty 5/21/2013 ##
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
55
Oracle EBI Exadata
Build Out
Spencer Taft – Sr. Director, Technology

Russ Johnson – Project Manager
June 4, 2013
56
Oracle EBI Exadata Build Out – Project Overview and Business Drivers
Overview: Design, develop, and implement an optimal Architecture

to expand CCI’s Business Intelligence Database Platform
Future Business Demand (Delivery)

 Recommendation Engine
 Project B
 EAAP
 Future Requests
Improved Business Continuity Capability

Frequent downtime for scheduled
High Performance Storage Capacity: maintenance, requiring weekend
 Prod: 53 used of 72 TB allocated work of large team and business
Growth 2 TB/month impact
Would exceed capacity <10 months  No redundant hardware

Oracle EBI Exadata Build Out – Project Benefits
Relieves our “capacity challenge” and gives us 3-5

years of growth
Improved performance and faster data load times
Improved reliability of EDW/ODS Production and

Lower Environments
Serve business better by having capacity for

additional development

Oracle EBI Exadata Build Out – Phase 0 – Environment Prior to Start
Exadata X2-Full (Prod) Exadata V2-Full (Spare)
Exadata X2-Half (Non-Prod)
Infiniband Infiniband
Phase 0 (Prior to Project):

• At 73% Capacity of allocated space (Production)
• Growth 2 TB/month; rate increases monthly
• Rec Engine (Dev/Test) Limitations

59
Oracle EBI Exadata Build Out – Phase I – Environment Current State
Exadata X2-Full (Prod) Exadata V2-Full (Staging/Lab)
Exadata X2-Half (Non-Prod)
Infiniband 10gE
Infiniband
Phase 1
• Enables high-bandwidth connectivity between existing 3 Exadatas via ZFS backup appliance
• Needed to establish daily full refreshes into Advanced Analytics Sandbox on V2
• Build new integrated lower environments
• Provides Rec Engine & Project B multiple Dev & Test envs to enable simultaneous changes
• Expected End Date 6/21

60
Oracle EBI Exadata Build Out – Phase II – Environment Future State
Exadata V2-Full (Staging/Lab)
Exadata X2-Full (Non-Prod)
Exadata X3-Full (Prod)
Exadata X2-Half (Spare)
Infiniband Infiniband
Infiniband
Phase 2
• Install new X3 to host Production functionality
• More memory, CPUs, Storage (faster & more reliable)
• Install new ZFS backup storage appliance
• Existing ZFS not sufficient to backup all prod & non-prod env
• Repurpose x2 Full from Prod to non-Prod/move non-prod from ½ rack to x2
• Doubles current non - Prod capacity Projected end date: 9/1

61
Oracle EBI Exadata Build Out – Phase III – Environment Future State
Exadata X3-Full (Prod) Exadata X2/X3 – Hybrid (DR) Exadata X2-Full (Non-Prod) Exadata V2-Full (Staging/Lab)
Active Data Guard
Infiniband Infiniband Infiniband Infiniband
• Phase 2
Phase 3
• Supplement X2 ½ rack w/ new X3 ½ rack, creating an X3 Hybrid Full & re-purpose for Prod Active Stand-By
• Projected End Date: 10/31

62
PROJECT: Oracle EBI Exadata Buildout PPM Number(s): 34516 Report as of: 6/3/13
Current
J
Expand the existing Exadata platform to host 3 new low er environments, the Enterprise
Analytics Sandbox, and add new Exadata and ZFS hardw are.
Satisfaction

Schedule Spend
l
CAM: N/A
Project Manager: Russ Johnson Non Labor Opex $8,142 $0 ($8,142)
Business Owner: Lionel Tamez Capex Softw are $806,400 $0 ($806,400)

Scope New scope requested for adding low er
l
Technology Owner: Lionel Tamez Capex Hardw are $1,859,442 $3,209,799 $1,350,357
environment Informatica servers. CR
pending approval to bring back to green. Employee Labor $75,097 $440,380 $365,283
Key Partners: Oracle
Budget Key Vendors: Prosys
l
Other $453,439 $0 ($453,439)
Target Market(s): All Totals $3,214,247 $3,873,818 $659,571

● Alignment gate passed
● Q environment moved from 1/2 rack to V2
●
●
●
● Confirm schedule for Oracle to perform Installs and Configurations 6/5/13
●
● Informatica initial data loads on QB and QM environments 6/21/13
●
●

if any MilestoneHeight Define Analyze Design Build
SDLC Phase:
2/21/13 Portfolio Gate
0 - 2/21/13
Portfolio Gate
8 - 2/21/13
10/31/13 Project End 0- 10/31/13

PROJECT: Oracle EBI Exadata Buildout PPM Number(s): 0 Report as of: 6/3/13
Risks or Issues
Risk V2 environments cannot backup to ZFS due to space shortage on ZFS (w ill be resolved w ith X3 buildout) Low David Blair ##
Risk Oracle does not support the connectivity from ZFS to the V2 using the Infiniband cables that w e currently ow n. Low Spencer Taft ##
Risk Converting INFA to Exadata connections from 10 GB to 1 GB; risk pending testing Medium Jim Prather 6/15/2013 79
Risk PM on vacation 6/6 - 6/16 Low Russ Johnson 6/16/2013 25
0
0
0
0
0
0

EDW/ODS/APPDM/IPDR D 0
OBIEE Reporting D 0
Recommendation Engine D 0
Project B D 0
Enterprise Analytics Sandbox D 0
0
0
0
0
0
0
0
0
0
0
0
0
64
BroadSoft R19
Upgrade & Hdw Swap
Dana Dawson – Project Manager

June 4, 2013
65
BroadSoft R19 – Upgrade Path Overview
6
6
66
BroadSoft R19 – What’s Changing?
Sequence Network What’s Changing Applications Potential Impacts to Testing
Component Impacted Other Services Recommendations
EMS BW Version 19.sp1 Alarm RPT/Event None PVE new servers; limited
Eng testing capability in PVE; trap
11 New Hardware (x2) verification in SVL
PS BW Version 17.0 t0 19.sp1 None Storage of IP Phone NSE: PS regression (include AP

Configs & IPBM); Perf test/capacity,
22 VOIP: SVT
MS BW Version 17.0 to 19ap1 None All voice svcs requiring NSE: MS Regression, VOIP: SVT
CALEA & Media conf & Lite, 2 SDI & PVE 2 servers
New Hardware (x12)
3 announcements
NS BW Version 17.0 to 19.sp1 Vision CLI Trunks, IPC, Toolbar, NSE call through testing & NS
commands eMTA, RC, IPBM, AP, regression, Vision & EDGE /CG
New Hardware (x6) CLI regression, VOIP:SVT Lite,
MYA, EDGE/CG
Mkt env readiness verif, 2 SDI
4 & 2 PVE required
AS BroadWorks Version 17.0 to Vision, Billing, (CDRs), Trunks, IPC, Toolbar, NSE Full AS reg, Vision
19.sp1 (assumes AS swap is MA, EDGE/CG, Voice eMTA, RC, IPBM verify no API chgs, MA /
Mgr & Cox.com EDGE/CG verify no API and
clean & Prod is patch current) no edited EXSRs in use
6 CXSP BW Version 17.0 to 19.sp1 MYA (External Auth IPBM, Toolbar, RC, NSE: Included in AS testing,
for clients) IP, Phones MA: verify clients still auth
correctly
7 PXSP BW Version 17.0 to 19.sp1 Vision, MA Web Portal, AP Vision/MA: verify

connectivity
AXSP BW Version 17.0 to 19.sp1 EDGE/CG Cox.com Portal VMRD/MA: verify

7 connectivity
IXSP BW Version 17.0 to 19.sp1 None None NSE: Included in AS
testing
7
EXSP Decommissioned and replaces by MYA Web Portal EQA baselined by VMRD;
VMRD platforms regression test
5, 7 (½
pre 1/2)

67
PROJECT: Voice Mgr – Broadsoft R19 PPM Number(s): 34982 Report as of: 6/3/13
Customer strongly supports efforts to

Standard Cox strategy to fortify BroadSoft Platform and remaiin in compliance w ith Current
J
fortify BSFT framew ork and
Brief Description (scope) BroadSoft support contract reaching end of life in 2013. This effort includes both R19 Customer
understands implications to CB
server upgrades and patching as w ell as a hdw sw ap (EMS, MS & NS). Satisfaction
delivery schedules.
Schedule NSE Analysis & Design 75% Complete Spend
l
CAM: Darryl Foster/Rob Sundal
pending SDI testing; ETC 9/20
On track to complete 12/14/13 Project Manager: Dana Dawson Non Labor Opex $0 $0 $0
Business Owner: Jeff Adelmann Capex Softw are $2,548 $9,100 $6,552
Scope PS, AS & XSP softw are R19 upgrade
l
Technology Owner: Michael Latino Capex Hardw are $324,389 $384,701 $60,312
EMS, MS & NS hdw sw ap (R19)
$123,470 $522,006
Key Partners: Tech Ops Employee Labor $398,536
All Cox Business Markets Contractor Labor $45,167 $91,000 $45,833

Budget Original $1,068M estimates only NSE & Key Vendors: CB, BRR, Eng, App Dev, TQA
l
Other $0 $141,972 $141,972
Vendor labor & Materials; Add'l funding & Tech Ops
w ill be requested to cover cross-
enterprise activity and App labs. Target Market(s):
BroadSoft, EdgeWater Totals $495,574 $1,148,779 $653,205

● NSE Design & Upgrade MOP 75 % Complete (EMS, PS, MS & NS); AS & XSP NSE SDI testing started 5/14; ETC 9/20
● NSE SDI Certification of EMS, PS, MS & NS Complete; Test Plan review scheduled for 5/29
● Cross-enterprise team estimates collected; resulting in additional $1.1M funding request
● PO submitted for CB Lab expansion (2 AS pairs & 2 NS'); breaks shared hdw dependency within Staging 1 Perf Lab and Tech Ops PVE
●
● TARGET - CB Lab ST1 expansion - AS & NS pairs 7/6/13
● TARGET - PVE & Production Build-out Complete 8/30/13
● CONFIRMED - NSE SDI Cert Complete 9/20/13
● TARGET - QA Test Complete 10/1/13
● TARGET - AS & XSP Upgrade Complete 12/14/13

SDLC Phase:
2/19/13 Project Start0- 2/19/13
Yes Align Gate -0Yes Align Gate -6Yes Tech Gate: Portfolio Alignment Launch Closeout
11/2/13 Launch - 11/02/13
0 Launch - 11/02/13
4
12/14/13 Project End 0- 12/14/13
Current Completed 68
PROJECT: Voice Mgr – Broadsoft R19 PPM Number(s): 0 Report as of: 6/3/13
Risks or Issues
Risk Physical EDGE/CG & Cox.com dependency; Design assumes BSFT Portal screens customized off EXSP; leverage CG High Josh Nelson 6/27/2013 ##
Issue Additional funding w ill be requested for cross-enterprise labor and App Dev labs; approx. $215k ($1.4M total) High Dana Daw son 7/18/2013 ##
Issue Parallel Analysis, Design, Build, Test & Deploy activities require immediate and committed full lifecycle engagement High Dana Daw son 6/13/2013 ##
Issue CB & Technology 3Q13 prioritization and alignment; contends w ith VMRD, Fairfax County & UC for env & resources High Dana Daw son 6/13/2013 ##
0
0
0
0
0
0

System / Application Name Ups tream / System / Application Name Ups tream / Project Name Ups tream / Project Name Ups tream /
Do wns tream Downs tream Downs tream Downs tream
BroadSoft Platform Stability U IP Button Manager D VMRD Hard Launch U 0
EDGE/CG U Vision Voice D CB Release C U 0
Cox.com U SIP Trunking D CB 3Q13 Release U 0
MYA off EXSP (BSFT Portal) U VoiceManager D Unified Communications U 0
IP Phones D 0
12
Modified w orkf low s, SRQ's, ORQ's Diff Scripts, Analysis, Design, Code/Conf ig changes Modified Reference Architecture 12
0
16
12
15
22
NSE Detailed Design, MOP's & Test Results Test Strategy & Plan, Screen Analysis, Regression and end SVT & MOP validation, Deployment Strategy & MW schedule
0
point testing
0
0
0
0
69
Trio 2.1
Joseph Ferro – Exec. Director, Technology OSS

Cheryl Redmond – Project Manager
June 4, 2013
70
PROJECT: Trio 2.1 (Formerly VG 1.1) PPM Number(s): 33849 Report as of: 6/3/13
New release for the "Trio" video product family. The goal is to make more video content Current
L
Enterprise launch w ill not be
Brief Description (scope) available in more places w ith easier access and a "cooler", more enjoyable user Customer
completed by end of June.
experience. Key feature to be delivered is Personalized Video Experience. Satisfaction
Overall Project Status: Category: Product Remaining

Schedule Moved to yellow . Confirmed plan to begin Spend
l
CAM: Alyse Minsky
customer uprades on 6/26 and enterprise
complete on 7/30. Project Manager: Cheryl Redmond Non Labor Opex $16,227 $196,900 $180,673
Business Owner: Lisa Pickelsimer Capex Softw are $0 $0 $0

Scope Reset to green after 4/25 at risk review .
l
Technology Owner: Rob Smallwood Capex Hardw are $0 $2,100 $2,100
Marketing, Prod Dev, Netw ork
Employee Labor $386,278 $513,272 $126,994
Key Partners: Security, QA, Provisioning,
SDS, and Prod Deploy Contractor Labor $2,217,457 $4,659,901 $2,442,444
Budget Extended timeline to implement Key Vendors: CPS, Cisco, SlingMedia
l
Other $11,054 $0 ($11,054)
contingency build may have budgetary
impacts.
Target Market(s): All Trio Markets Totals $2,631,016 $5,372,173 $2,741,157

● Combined Trio 2.0 and 2.1 code bases.
● Code Drop 21.4 delvered to QA for first round of Solution Testing.
● Code Drop 21.4 delivered to limited employee G8 testers in OK and CA.
●
●
● Last Cycle of Market UAT and Solution Test Start 6/7/13
● EQA Soltuion Test & Market UAT Complete 6/15/13
● Control Group Upgrades 6/18/13
● Start Customer Upgrades (Orang County and OKC are first markets) 6/26/13
● Customer Upgrades Complete 7/30/13
Date MilestoneDummy
SDLC Phase:
0 - 1/17/13
Portfolio Gate
8 - 1/17/13
3/14/13 Align Gate -03/14/13
Align Gate -63/14/13 Tech Gate: Portfolio Alignment Launch Closeout
6/26/13 Launch - 6/26/13
0 Launch - 6/26/13
4
9/20/13 Project End 0- 9/20/13
71 Curre nt Comple te d
Risks or Issues
Risk Customer upgrade path from Trio 1.8 to Trio 2.0/2.1 not tested in Market UAT. Low Paxson 6/27/2013 77
Risk QA Market UAT an Solution Test Plan is aggressive and includes overtime/w eekend test execution. No room for slippage. Medium Paxson/Ferro 6/15/2013 ##
Risk Final QA Cycle reduces full coverage regression tests to risk-based cases only and force testing of targeted defects. High Gavin 6/14/2013 ##
0
0
0
0
0
0
0

CVM U Personalized Video Experience D M10 D 0
IdM U CTVC 2.0 D 0
Trio UI U CVM 5.0 R1 D 0
Axiom U IdM D 0
Rec Engine 1.1 D 0
0
Project Charter, Business Requirements, Functional Technical Engineering Specs, Release Notes, Application Conceptual Architecure Diagram, Technical Design 0
Requirements, End-to-End Project Schedule, End-to-End Code, Provisioning 0
Budget Forecast, Project Register, RACI, Issue-Action-
29
Decision Log, Risk Log, Meeting Minutes, Status Reports,
Lesson Learned 8
10
3
Test Strategy, Test Plans, Test Results Support Handoff Plan, Service Guide
3
0
0
0
0
72
Trio 2.1 – Timeline
6/26 7/30 8/5 8/15
May Jun Jul Aug Sep
Alpha Launch
Trio 2.1 Enterprise Launch Complete
Trio CD UAT
21.4 QA
Trio CD UAT
21.4.1 QA
Control Group CG
Testing in CA
All Enterprise
Employees and All
Enterprise MTCs
Customer
Upgrades OC/OKC
Customer
Upgrades
SD/SB/Tulsa
Customer
Upgrades
RI/Clev/BR/KS
Customer
Upgrades
Conn/FL/NOLA/Omaha
Customer
Upgrades
Hampton Rd/
MC/Roa/LV
Customer
Upgrades NoVa/GC
/AZ Consumer Alpha Launch
7
3
Personal Video
Experience (PVE)
Joseph Ferro – Exec. Director, Technology OSS

James Doto – Director, Technology OSS
June 4, 2013
74
PROJECT: Personal Video Experience (PVE) 1.0 PPM Number(s): 34054 Report as of: 5/28/13
Current
J
This project w ill benefit Cox by providing customers a new , common interface across
multiple devices for all their entertainment and communications services.
Satisfaction
Overall Project Status: Category: Products Remaining

Schedule Tracking to 6/27 Field Trial (Friendlies) and Spend
l
CAM: Alyse Minsky
8/5 Customer launch dates. Risks exist,
and there is no slack remaining in the Project Manager: Kashif Choudry Non Labor Opex $0 $329,000 $329,000
schedule
Business Owner: Charles Scarborough Capex Softw are $0 $267,931 $267,931
Scope Scope is baselined for PVE 1.0. The CR
l
Technology Owner: Joseph Ferro Capex Hardw are $139,935 $792,935 $653,000
process is being used to track any
changes. Some CRs have been slated for Converged Services, Video Employee Labor $317,302 $1,554,770 $1,237,468
Key Partners:
PVE 1.0.1 (8/15 launch date) Product, Marketing, Care
Contractor Labor $1,395,918 $7,832,248 $6,436,330
Cisco NDS, SeaChange,
Budget Budgets have been developed across all Key Vendors:
l
Accenture Other $0 $0 $0
areas at the resource level supporting the
2013 PVE and Trio roadmaps. CRs have
eaten into the budget. Target Market(s): All Markets Totals $1,853,155 $10,776,884 $8,923,729

● Completed Dev Integration Testing through Sprint 4 with Trio Remote Control, PVE UI, and CVM tracks
● Completed QA Integration Testing through Sprint 4
● Created schedule for PVE 1.0.1 (Maintenance Release)
● Received Trio Code Drop 21.4 - includes fixes for Remote Control
● Received CVM Code Drop 5.0.3 in Dev A

● Complete CVM Code Drop 5.0.1 in Duke 5/30/13
● Begin QA Solution Testing 6/3/13
● Receive Trio Code Drop 21.4.1 in QA 6/6/13
● Complete Cisco infrastructure activites and validation in Duke 6/7/13
● Submit PVE App to Apple for Certification 6/10/13

SDLC Phase:
10/1/12 Project Start0- 10/01/12
0 - 10/18/12
Portfolio Gate
8 - 10/18/12
6/27/13 Launch - 6/27/13
0 Launch - 6/27/13
4
8/15/13 Project End 0- 8/15/13
PROJECT: Personal Video Experience (PVE) 1.0 PPM Number(s): 0 Report as of: 5/28/13
Risks or Issues
Risk Complete solution testing w ill all tracks (VOD, CVM, Trio, PVE client) cannot begin until 6/3. Must complete in 1 cycle High Philip Preiser 6/3/2013 ##
Risk The impact of absorbing the enhanced metadata track has caused no slack in the CVM schedule High Tara Flack 6/15/2013 91
0
0
0
0
0
0
0
0

Cox Video Middlew are U Trio 2.0, 2.1 U 0
Trio U CVM 5.0 U 0
VOD - Adrenalin U Cox TV Connect R4 U 0
Recommendation Engine U VOD Transformation U 0
Cox TV Connect U Recommendation Engine 1.1 U 0
0
Complete Technical Requirements Complete Trio 2.1 Development & Fixes Complete Solution Segmentation Document (SSD) 0
Complete CVM 5.0 Development & Fixes 0
Complete VOD-Adrenalin Development & Fixes
13
Complete PVE Client Development & Fixes
7
17
18
Complete Netw ork Design - VOD, CVM, PVE Complete Test Strategy Complete Support Model Document
0
Complete Test Plan
0
0
0
0
76
PVE – Launch Timeline
6/27 8/5 8/15
May Jun Jul Aug Sep
QA Trio 2.0/2.1 Market Rollout 7/25
Dev Int SI&T Solution Test PVE 1.0 Features:
Alpha Launch & GA

• CTVC 1.1r4 Res. scope
PVE 1.0
VOD Prod Deploy 6/10 8 B-days 25 B-days • VOD

• Recommendations (Trio)
5.0.1 CVM Prod Rollout 5.0.3 • Remote Control (Trio)
• Syndicated Content
Apple In App
Apple Tests Approval Store
Duke Config Pre-Trial Field Trial
PVE PVE 1.0.1 Features

PVE 1.0.1 (POI) Update • PVE-Viewed Recommendations
1.0.1
PVE
Feature • Reco Opt-Out

Dev, Dev Int, SI&T Complete • De-duplication of HD/SD assets
• Improved usability “See-All”
QA Int QA Soln • Filter out adult channels on guide
PVE Launch (Friendlies) Alpha & PVE GA Launch

Customer
• Trio remote in all

Medium Risk: markets
• Simultaneous PVE & Alpha launch adds risk to operational and support
processes • No PVE-viewed
• PVE-viewed recommends
• QA Solution Test and Pre-Trial complemented with 3 week Employee recommends for
Field Trial in Prod Rovi for Rovi
• Production Network risks mitigated 5 weeks testing
• CVM and end to end network optimized
Risk Profile
• VOD Adrenalin optimized

• Trio Rollout complete
• Trio deployment schedule under review
• Remaining Risk to App Approval on 6/27

• Last CVM and UI build to QA 8 Business days before launch
• Apple testing and limited Prod Testing executed on prior version of
CVM
7
7
Improving the Trio
Delivery Ecosystem &
Wrap-up
Kevin Hart
EVP and Chief Technology Officer
June 4, 2013
78
Improving the “Trio Delivery Ecosystem”
Walled Garden Recommendations
Selling to the Right Customer Trio Self Install Swap
Dedicated DSG
Work Order Accuracy
Sales Order G7 and G8 STBs

Installation
Trio 2.0/2.1 Launches
Home Certification
Tool
Cox Technician Pre-Call

Technician Program
Education
Guided Help Tool Comm Center

Call Center Trouble Call
‘Tackling Trio’ Recommendations
Outage Management FS Trio Reporting & Analysis
Centralized Video Support Process TC Work/Task Standardization
Pro-actively analyzing calls to
identify outages early
Product Trio Reporting & Analysis

Appendix
80
PROJECT: Operations Excellence PPM Number(s): 32829 Report as of: 5/31/13
Operations Excellence strategy and continuous improvement is a class of problem- Current

Brief Description (scope) solving methods aimed at drivers of service events by directing corrective measures
that w ill eliminate the likelihood or problem recurrence.
Customer
Satisfaction J
Overall Project Status: Category: Customer Experience Remaining
Schedule No know n issues, post Alignment Spend
l
CAM: Al Briggs
Project Manager: Davis McKnight Non Labor Opex $146,618 $96,552 ($50,066)
Business Owner: Walter Jones Capex Softw are $0 $0 $0

Scope No know n issues.
l
Technology Ow ner: John Hunt Capex Hardw are $0 $0 $0
Employee Labor $59,819 $50,435 ($9,384)

Key Partners: EBI, Care
Contractor Labor $1,570,000 $1,692,405 $122,405
Budget No know n issues Key Vendors: Cognizant, Accenture
l
Other $1,255 $5,343 $4,088
Target Market(s): All Field Services Sites Totals $1,777,692 $1,844,735 $67,043

● Completed ETL and OBIEE Design reviews.
● Started ETL and OBIEE Build Activities.
● Technical Design Document Review Completed
● Kickoff CR effort design phase
●
● Design Approval 5/23/13
● Build 6/7/13
●
●
●
Date MilestoneDummy
SDLC Phase:
11/8/11 Project Start0- 11/08/11
0 - 3/22/12
Portfolio Gate
8 - 3/22/12
12/20/12 Align Gate -012/20/12
2/25/13 Launch - 2/25/13
0 Launch - 2/25/13
4
4/18/13 Project End 0- 4/18/13
PROJECT: Operations Excellence PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Risk Possible dependency on a minor amount of data output of Performance Management project - none know n at this time Low Davis McKnight ##
Risk Delay in inbounding to EBI and obtaining analysis w ill cause Alignment Gate date to move from 10/4 to 12/20 Low Shaw n Tresner ##
Risk Realignment of sub-regions in EDW is going to cause a CR to change the design of this project Low Davis McKnight 1/1/2013 93
0
0
0
0
0
0
0

Tech Perf Mgt U 0
Care Perf Mgt U 0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
82
PROJECT: ETA Direct Enhancements PPM Number(s): 32826 Report as of: 5/31/13
1. Priority #1: Consolidate 21 instances into one (1) instance

Current
J
2. Priority #2: Upgrade ETAdirect
3. Implement ETAdirect enhancements
Satisfaction
4. Identify and mitigate issues w ith current state routing
Schedule GREEN overall w ith no know n open major Spend
l
CAM: Al Briggs
issues.
Project Manager: Mike Horton Non Labor Opex $0 $0 $0
Business Owner: Janice Roberts Capex Softw are $0 $0 $0

Scope GREEN overall w ith no know n open major
l
Technology Ow ner: BSS Capex Hardw are $0 $0 $0
issues.
Employee Labor $36,395 $0 ($36,395)
Key Partners: TOA, G7
Budget GREEN overall w ith no know n open major Key Vendors: TOA, G7
l
Other $1,764 $0 ($1,764)
issues.
Target Market(s): All Totals $700,356 $993,000 $292,644

● UAT Complete 3/14
● Launched Cleveland & Rhode Island
●
●
●
● Launch GATE 3/21/13
● Closeout GATE 11/20/13
● UAT 3/14/13
● Rollout - Pilot (NE) 3/28/13
●
Date MilestoneDummy
SDLC Phase:
12/7/11 Project Start0- 12/07/11
0 - 7/31/12
Portfolio Gate
8 - 7/31/12
8/9/12 Align Gate -08/09/12
3/7/13 Launch - 3/07/13
0 Launch - 3/07/13
4
6/20/13 Project End 0- 6/20/13
PROJECT: ETA Direct Enhancements PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
0
0
0
0
0
0
0
0
0
0

ICOMS U Technician Enablement (#32827) U 0
0
0
0
0
0
0
0
30
0
0
0
0
0
0
0
0
84
PROJECT: CB Hospitality Wi-Fi Trial PPM Number(s): 32905 Report as of: 5/31/13
Provide Cox branded business grade Indoor Wi-Fi Internet Amenity model product for Current
Brief Description (scope) small and medium Hospitality customers. The scope of this trial is 1 property in each of
Phoenix and San Diego.
Customer
Satisfaction J
Schedule Jeopardy Notice 14-Ops Accept. Spend
l
CAM: Mike Emry
completing Core failover & alarm validation
for all 7 markets. JN 15 -CGN failover; Project Manager: Joseph Scially Non Labor Opex $128,691 $246,000 $117,309
CGN 1.1 is scheduled for 5.30
Business Owner: Jeff Adelmann Capex Softw are $0 $0 $0
Scope Product w ants to have 8 market launchs
l
Technology Ow ner: Matt Hayes Capex Hardw are $0 $0 $0
across the CORE regions for the market
launch (GA) Care, Local Markets, Tech Employee Labor $75,975 $40,000 ($35,975)
Key Partners:
Ops, Security.
Budget Key Vendors: Cisco
l
Other $412,200 $332,423 ($79,777)
All Markets (Part of 7 CORE

Target Market(s):
regions)
Totals $644,004 $690,423 $46,419

● Met with QA to discuss maintenance process and updates for Hospitality requests
● Best Western in SD and Holiday Inn Meterie Louisiana are paying customers
● Training has completed for the following CORE regions: BR, HR, RI and SD
● Testing captive portal splash pages for Bayside and Homewood Suites in QA so they will be ready when migrated to National Core WiFi platform.
● CGN installs have completed for all 7 core regions.

● Failover and Alarm Validation testing for all markets 5/30/13
● POC (proof of Concept) - Homewood Suites - Phoenix targeted to complete - 6/6/13
● Emerald Suites - LV - New Hospitality customer 6/4/13
● CGN 1.1 upgrades is scheduled for 5/29 and 5/30 which will include CGN failover testing for all 7 markets over the 2 days. 5/31/13
●
Date MilestoneDummy
SDLC Phase:
4/15/11 Project Start0- 4/15/11
0 - 9/30/11
Portfolio Gate
8 - 9/30/11
2/9/12 Align Gate -02/09/12
12/13/12 Launch - 12/13/12
0 Launch - 12/13/12
4
6/27/13 Project End 0- 6/27/13
PROJECT: CB Hospitality Wi-Fi Trial PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Risk CGN f ailover testing completed for GA of CB Hospitality - target complete 5/30/13 High Matt Hayes 81
Risk Core failover and alarm validation for all 7 markets - Phx is still pending Medium Matt Hayes 75
Risk Service Delivery process supporting new customer requests from dev to QA to Productions. This is needed for GA High Thomas Liaw ##
Risk CB Hospitality w orkflow coordinator for all markets that w ould go to Atlanta Medium Thomas Liaw 76
0
0
0
0
0
0

System/Broadhop in Atlanta D D 0
Captive Portal D 0
0
0
0
0
OSS - Development of the splash pages f or CB Hospitality for 0
each new customer and w orking thru the low er environments. 0
0
0
0
0
Technology w orking w orking w ith QA team on maintenance Herman Layne is w orking w ith Las Vegas, Onaha, San
0
schedule for CBH for minor changes. Diego and Phoenix RDC for Operational Acceptance. The
target completion is for 4/15/13 0
0
0
0
86
PROJECT: Cox Media Business Intelligence (CMBI) PPM Number(s): 32780 Report as of: 5/31/13
CMBI program provides executive/operational leadership dashboards w ith key

Current
J
performance indicators (KPIs) & daily health snapshots to drive business The customer remains satisfied w ith
improvements. Helps streamline business for Cox Media (Sales, Marketing, Fulfillment, the EBI Cox Media Development team.
Satisfaction
Finance).
Overall Project Status: Category: Corporate Center Remaining
Schedule * 2Q 2013 Implementation in progress Spend
l
CAM: Ryan Meisenheimer
Project Manager: Pratik Shah Non Labor Opex $0 $0 $0
Business Owner: Brent Smith Capex Softw are $0 $0 $0

Scope Current scope includes:
l
Technology Ow ner: Dan Garvel Capex Hardw are $0 $0 $0
* 2Q 2013 Development
* 3Q 2013 Requirements Employee Labor $15,618 $21,500 $5,882
Key Partners: Cox Media
* Ongoing support and training
Cognizant Technology
Budget * Program funded by through 1Q 2013 Key Vendors:
l
Solutions Other $0 $0 $0
* Burning on budget

● Facilitated CMBI Governance Board meetings and managed dashboard/reporting request process for Cox Media (ongoing)
● Successfully implemented 3Q 2012 release (9/27)
● Successfully implemented 4Q Workstream 1 Release (12/11), 4Q Workstream 2 Release (1/14)
● 1Q 2013 Release (3/29), 1Q 2013 Design Complete (5/3), 1Q 2013 Build Complete (5/17)
●
● 2Q 2013 QA/UAT Complete 6/14/13
● 2Q 2013 Implementation Complete 6/28/13
●
●
●

SDLC Phase:

3/29/13 Launch - 3/29/13
0 Launch - 3/29/13
4
6/28/13 Project End 0- 6/28/13
PROJECT: Cox Media Business Intelligence (CMBI) PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Risk 0
0
0
0
0
0
0
0
0
0

KANTAR U 0
NOVAR U 0
TIM U 0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
88
Video Gatew ay utilizes new set top technology as a gatew ay w ithin the w hole home Current
L
Target w as Q1 2013 deployment.
Brief Description (scope) netw ork to provide video entertainment to TVs and ultimately other consumer Customer
Launching w ith Trio 2.1 in 2Q.
electronics (CE) platforms via IP delivery mechanisms. Satisfaction

Schedule Moved to yellow . Confirmed plan to begin Spend
l
CAM: Alyse Minsky
customer uprades on 6/26 and enterprise
complete on 7/30. Project Manager: Cheryl Redmond Non Labor Opex $1,344 $31,500 $30,156
Business Owner: Lisa Pickelsimer Capex Softw are $0 $0 $0

Scope Project team agrees on in-scope items.
l
Technology Ow ner: Josh Nelson Capex Hardw are $0 $0 $0
Project charter w ith scope is baselined. Marketing, Prod Dev,
No change requests submitted. Employee Labor $65,995 $110,325 $44,330
Key Partners: Netw ork Security, QA,
Provisioning, SDS, and Prod Contractor Labor $69,278 $300,861 $231,583
Budget Additional funds allocated at PRC. On Key Vendors: NDS, Cisco (Broadcom)
l
Other $14,205 $0 ($14,205)
target for remaining spend. Need to
ensure spend ends in July.
Target Market(s): All Trio Markets Totals $150,823 $442,686 $291,863

● Combined Trio 2.0 and 2.1 code bases.
● Market UAT complete against last buid to address G8 specific issues.
● Code Drop 21.4 delvered to QA for first round of Solution Testing.
● Code Drop 21.4 delivered to limited employee G8 testers in OK and CA.
●
● Code Drop 21.4.1 Ready for Deployment 6/6/13
● Market UAT and Solution Test Start 6/7/13
● EQA Soltuion Test & Market UAT Complete 6/15/13
●
●
Date MilestoneDummy
SDLC Phase:
10/13/11 Project Start0- 10/13/11
0 - 12/01/11
Portfolio Gate
8 - 12/01/11
4/5/12 Align Gate -04/05/12
6/26/13 Launch - 6/26/13
0 Launch - 6/26/13
4
6/30/13 Project End 0- 6/30/13
Risks or Issues
Risk Customer upgrade path from Trio 1.8 to Trio 2.0/2.1 not tested in Market UAT. Low Paxson 6/27/2013 77
Risk QA Market UAT an Solution Test Plan is aggressive and includes overtime/w eekend test execution. No room for slippage. Medium Paxson/Ferro 6/15/2013 ##
Risk Final QA Cycle reduces full coverage regression tests to risk-based cases only and force testing of targeted defects. High Gavin 6/14/2013 ##
0
0
0
0
0
0
0

CVM U CTVC 1.1 r 4 D iDM D 0
Trio UI U CTVC Android D AssetFlow D 0
Axiom U CVM 4.5 & 4.6 D Firmw are Upgrade D 0
Adrenalin 6.3 D TS Broadcaster Upgrade D 0
Adrenalin (Rovi & Trio) D 0
0
Budget Forecast, Project Register, RACI, Issue-Action-
12
Decision Log, Risk Log, Meeting Minutes, Status
12
13
13
3
9
0
0
0
90
PROJECT: Cox Business Voice Manager Redesign PPM Number(s): 32803 Report as of: 5/29/13
A redesign of the Cox Business UI utilizing Edge APIs that separate interface from Current
K
CB supports Tech Product Validation
Brief Description (scope) application. Anticipated benefits enable timely BSFT platform maintenance, reduce UI Customer
Strategy; schedule to align
development cycles, and create an improved overall customer experience. Satisfaction

Schedule MYA/IdM and EDGE/CG Load Testing Spend
l
CAM: Venetta Bridges
activity delayed due to a variety of Env
Jun Whitehead/J
Config Mgt issues (page 2 for details) Project Manager: Non Labor Opex $0
Freeman
Business Owner: Jeff Adelmann Capex Softw are $0
Scope Nothing new to report
l
Technology Ow ner: Novarro Williams Capex Hardw are $0
Employee Labor $0
Key Partners: Cognizant
Contractor Labor $0
Budget NEW Tech Financial report continues WIP Key Vendors: Broadsoft
l
Other $810,225 $1,554,146 $743,921
Target Market(s): All Totals $810,225 $1,554,146 $743,921

● E2E/Top 15 test Cases completed 4/17
● Performance Testing - MyAccount completed 4/5
● CS/CG alpha launch defect remediation 4/2
● MyAccount/IDM/CG deployed to PVE 4/12
●
● CG/MA UAT Soft Launch defect remediation complete by 4/30 4/30/13
● UAT has started as of 4/10 and is expected to complete on 5/1 5/1/13
● Complete CG 72-hour performance test and start CS performance tests 4/26/13
● Alpha launch 5/8/13
●

SDLC Phase:
0 - 10/17/12
Portfolio Gate
8 - 10/17/12
6/5/13 Launch - 6/05/13
0 Launch - 6/05/13
4
7/26/13 Project End 0- 7/26/13
PROJECT: Cox Business Voice Manager Redesign PPM Number(s): 0 Report as of: 5/29/13
Risks or Issues
Risk CG Teams needs to test alpha build in production prior launch Medium Daniel Mumford 5/1/2013 61
Risk Performance Testing completion Medium Doug Honikel 5/1/2013 30
Risk UAT Testing Medium Candi Kerst 4/26/2013 11
Risk March forecast overspend, results of additional cycles of QA, SVT, Performance testing required for defect remediation Medium 4/12/2013 ##
Risk Alpha launch blocking defects found in UAT expected to be completed/tested for 5/8 release Medium Nate Ow en 5/1/2013 90
Risk Production level certification needed betw een CS and MA Medium Daniel Mumford 5/1/2013 55
Risk Decision to move forw ard w ith 5/8 launch dependent outcome of continued UAT High Jeff Adelmann 4/26/2013 75
0
0
0

MyAccount U UI Web Dev U CB Lab Expansion U SIP D 0
Vision Voice U PTM U 2012 BSFT Patch Maintenance U 0
Vision Data U IdM - SiteMinder D CBOB U 0
ICOMS U EDGE - API D IPC U 0
BroadWorks U EDGE - Customer Gatew ay D VM 2.1 U 0
3
10
23
16
27
4
3
3
0
0
0
0
92
PROJECT: Project Apollo PPM Number(s): multiple; tracked by work stream Report as of: 5/31/13
Current
K
Design and implement an Enterprise-w ide Technology Platform that w ill improve Call Tech and Cust Care have good
Center functionality and reliability. partnership on delivery
Satisfaction
Overall Project Status: Category: Enabling Platforms Remaining

Schedule Arizona launch delayed until CM capacity Spend
l
CAM: Jon Flack
remediation is fully validated
Project Manager: Tom Ryan Non Labor Opex $70,818 $209,984 $139,166
Business Owner: Scott Wise Capex Softw are $56,644 $8,323 ($48,321)
Scope
l
Technology Ow ner: Floyd Alcorn Capex Hardw are $1,914,013 $3,626,877 $1,712,864
Employee Labor $568,735 $528,430 ($40,305)

Key Partners: Customer Care; Tech Ops
Contractor Labor $798,618 $2,497,033 $1,698,415
Budget Additional funding required in 2013 Key Vendors: Avaya, Cognizant
l
Other $0 $0 $0
Target Market(s): All Totals $3,408,828 $6,870,647 $3,461,819

● Arizona - Avaya is correcting pre-prod testing defects
● Arizona - Intrado e911 deployment planning is underway
● Arizona - due to launch delay, date for updates to station/agent workbook is TBD
● Program - 2nd AES server upgrade scheduled for 5/30
● Program - ARU / Box hit code fix testing continues

● Arizona production launch (date TBD)
●
●
●
●

SDLC Phase:
11/16/10 Project Start0- 11/16/10
0 - 9/30/12
Portfolio Gate
8 - 9/30/12
6/16/12 Launch - 6/16/12
0 Launch - 6/16/12
4
8/1/13 Project End 0- 8/01/13
PROJECT: Project Apollo PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Issue Voice Portal degradation event on 4/15. Root cause determined to be 2 of 5 application servers in "hung" state due to Medium Woodson 5/18/2013 ##
excessive log file entries. Root cause determined to be incorrect logrotate file configuration. Mitigation in place. ##
Remediation steps planned. 26
Risk Communications Manager hardw are has been upgraded to improve CPU capacity. Version 6.3 of CM softw are High Woodson 5/13/2013 ##
has been loaded into Staging, w hich is designed to perform in a more optimal fashion and provide more CPU ##
headroom; Regression testing underw ay. 38
0
0
0
0

Cisco UCCE platform D 0
Aspect ACD platform D 0
Noble Outbound Dialer D 0
0
0
0
BSS - management/coordination of project activities 0
0
0
0
0
0
Management and execution of Market UAT Management and execution of infrastructure enablement;
0
"Day 2" / Managed Services activities
0
0
0
0
94
PROJECT: Cox Targeted Metro Wi-Fi PPM Number(s): 33108 Report as of: 5/31/13
Project w ill benefit Cox by providing CHSI customers access to Cox’s Internet Service Current
Brief Description (scope) outside of their homes. It is expected that this increased utility w ill lead to low er churn
rates.
Customer
Satisfaction J
Schedule The w ork in 2013 has been broken into 2 Spend
l
CAM: Mike Emry
releases
Project Manager: Joseph Scially Non Labor Opex $49,145 $49,145 $0
Business Owner: Kelly Williams Capex Softw are $0 $0 $0

Scope
l
Technology Ow ner: Matt Hayes Capex Hardw are $0 $0 $0
Cisco, EBI, OSS, CNS, Ops, Employee Labor $132,985 $199,775 $66,790
Key Partners:
Engineering, Unica
Contractor Labor $209,440 $209,440 $0
Budget Key Vendors: Cisco, Order Bridge
l
Other $1,436,965 $1,436,965 $0
Connecticut & Northern

Target Market(s):
Virginia initially
Totals $1,828,535 $1,895,325 $66,790

● CR18 UAT visiblity to Production Code will be part of release 1
● Release 1 testing has completed
● Release 1A & B Production code push for Production Operations perform their tasks
●
●
● Once Operations has confirmed that the production is successful, they will hand over to Product for UAT testing to start 5/30/13
● Release 2 - Pay Per Use and profile management tool SRQ and mock review and stakeholder approvals 5/30/13
● Assured Technology Gate Review Targeted based on the success of UAT 6/7/13
● LRC Gate Review Target date 6/13/13
●
Date MilestoneDummy
SDLC Phase:
12/1/11 Project Start0- 12/01/11
0 - 5/17/12
Portfolio Gate
8 - 5/17/12
9/30/12 Align Gate -09/30/12
1/15/13 Launch - 1/15/13
0 Launch - 1/15/13
4
8/15/13 Project End 0- 8/15/13
PROJECT: Cox Targeted Metro Wi-Fi PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Risk Upgrade to OS REL 5.8 and QNS 5.3.4 w ill break w ork-arounds in place w ith current versions Medium Rob Yeary 90
0
0
0
0
0
0
0
0
0

Broadhop AAA Design D D 0
Captive Portal U 0
0
0
0
0
OSS - Development team (Captive portal) w ill bring in-house 0
the development of the captive portal splash pages and 0
connect to the API to Cisco AAA. OS 5.8 REL and QNS 5.3.4
0
upgrades
0
0
0
QA team w orking on release and maintenance schedule to Support of a new product and platform for Wi-Fi. Improving
0
support Wi-Fi the processes as the product matures
0
0
0
0
96
PROJECT: Retention PPM Number(s): 32901, 32900, 32902 Report as of: 5/30/13
Development of a CSR retention tool to support & optimize a national reactive retention Current
Brief Description (scope) strategy. The program w ill enable our ability to maintain market share and meet LRP
commitments.
Customer
Satisfaction J
Schedule Currently on schedule and target to Spend
l
CAM: Scott Nelson
complete deployments by Mid-May
Project Manager: Drew Everhart Non Labor Opex $46,089 $46,093 $4
Business Owner: Stephanie Monroe Capex Softw are $0 $0 $0

Scope Project continues to stay w ithin the scope
l
Technology Ow ner: Floyd Alcorn Capex Hardw are $0 $0 $0
that w as agreed upon on 6/29.
Employee Labor $440,189 $522,439 $82,250
Key Partners: Marketing
Budget 2012 YTD: Actual spend is in line w ith Key Vendors: Pega Systems
l
Other $0 $0 $0
budget approved by PRC on 10/18/12.

● Started initial process of consolidating Offer Spreadsheets from iKnow team & ICOMS team: 5/2/13
● Mid-May Retention Logic Release for Retention offers was confirmed to be on schedule for May 30th: 5/22/13
● Proactive offers using UNICA scheduled to be released on June 27th: 5/23/13
● We have a follow-up meeting with LOU, FRG & Central to discuss post deployment:5/29/13
●
● New Orleans (SE) Deployment 5/14/13
● Mid May Retention Release (Logic Release) 5/30/13
● Proactive Offers Using UNICA Data Logic Release 6/27/13
●
●

SDLC Phase:
9/18/11 Project Start0- 9/18/11
0 - 10/18/12
Portfolio Gate
8 - 10/18/12
11/12/12 Launch - 11/12/12
0 Launch - 11/12/12
4
8/29/13 Project End 0- 8/29/13
PROJECT: Retention PPM Number(s): 0 Report as of: 5/30/13
Risks or Issues
Risk Risk: iNav/iKnow have quarterly releases that include multiple initiatives. If the other initiatives delivery timelines slip, it w ill impactLow
delivery for Retention
iNav/iKnow ##
Risk Risk: Significant dependency on EBI data for successful, on-time delivery Medium QA 73
Risk Risk: Business ow ner/process for Kana content management not yet fully def ined (resource necessary to build the solution) - Kickoff
Low scheduled for
Business
10/23 ##
Risk New England Leadership has some concerns on the offer matrix and losing PSUs. Low Business 77
Risk Ret. Leadership has concerns w ith the offer matrix goals, w hich could delay future deployments Low Business 94
0
0
0
0
0

iKnow U 0
iNav U 0
EBI D 0
Enterprise Web Services U 0
UET Web Services U 0
0
0
0
0
0
0
0
0
0
0
0
0
98
PROJECT: CHS D3GW PPM Number(s): 32911 Report as of: 5/31/13
This project is intended to result in Cox’s ability to use approved DOCSIS 3 gatew ays Current
K
Business has requested a delay until
Brief Description (scope) as part of a COX Home Security installation, w ith secure WiFi setup supported through Customer
risks are mitigated.
an automated provisioning process. Satisfaction
Overall Project Status: Category: New Growth Remaining

Schedule The business has requested to Spend
l
CAM: Will Bracker
reschedule the technology launch to the
July timeframe to allow for further testing. Project Manager: Chad Quayle Non Labor Opex $0 $0 $0
Business Owner: Vince Groff Capex Softw are $847 $0 ($847)

Scope Constraints affecting camera-pairing w ill
l
Technology Ow ner: Kevin Hart Capex Hardw are $0 $0 $0
likely require further development by both
parties. Employee Labor $52,173 $63,000 $10,827
Key Partners: Tech Ops, BSS, OSS
Budget Key Vendors: iControl
l
Other $0 $0 $0

● BRD Approved & Claiming Sessions Completed
● Use Cases and Functional Requirements Completed
● Technical Design Completed and Reviewed
● Build Completed and Initial Functional Testing was succesful
● QA completed, 1 scenario left untested due to current complication with CPE support in the QA environment.

● Functional Camera-Pairing testing and M&P/Training documentation resumes - TBD
● Tech Review - TBD
● LRC Review - 7/11/13
● Feature Launch - 7/16/13
●

SDLC Phase:
0 - 1/03/12
Portfolio Gate
8 - 1/03/12
7/16/13 Launch - 7/16/13
0 Launch - 7/16/13
4
9/1/13 Project End 0- 9/01/13
PROJECT: CHS D3GW PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Issue Installation of IP Cameras is problematic, due to netw ork security contraints built as documented in the BRQs High Hales 4/25/2013 ##
Risk Progressing as-built w ill create more problems than it solves in installations that include IP cameras High Quayle 4/25/2013 ##
0
0
0
0
0
0
0
0

CHSI PAWS D DOCSIS 3.0 Gatew ay U 0
Front PAWS D 0
Service Broker D 0
Fastflow D 0
0
0
0
0
18
0
0
0
CHS Engineering and Project Management are w orking
0
together to mitigate the risks related to camera-pairing. We
are w orking w ith the vendor and partner MSOs to 0
determine a corrective course of action. 0
0
0
100
PROJECT: CTVC CB Combined PPM Number(s): 33875 Report as of: 5/23/13
TBYB w ill support onsite demonstrations of the Campus Cox TV Connect (CTVC)
Current
J
product (PC, Mac, iPhone, iPad, etc) for Cox Business. Supporting EAS/EAN,
Advanced Reporting functionality for universities as w ell as Android devices for Cox
Satisfaction
Business.
Schedule Product Requirements baselined; TRD Spend
l
CAM: Alyse Minsky
review s completed
Project Manager: Jen Pham Non Labor Opex $0 $660,808 $660,808
Jay Langa, Jeff
Business Owner: Capex Softw are $0 $313,315 $313,315
Adelmann
Scope EAS/EAN, Android Devices/Smartphone,
l
Technology Ow ner: Josh Nelson Capex Hardw are $0 $360,865 $360,865
Adv Reporting, TBYB and Additional App Dev,Video Prod/Prod
Universities/LDAP Integration Employee Labor $24,421 $82,506 $58,085
Key Partners: Ops,Tech Ops,Care,QA,
Net/Sec Eng, Mktg Contractor Labor $46,912 $825,702 $778,790
Budget Technology spend of $1.9M from Mar to Key Vendors: NDS
l
Other $0 $0 $0
Dec
Target Market(s): All markets Totals $71,333 $2,243,196 $2,171,863

● Product Requirements completed and signed off 5/17
● Technical Requirements completed on 5/8
● Working to identify testing and environment constraints
●
●
● Test Strategy completed 6/5/13
● Architecture Document completed 6/7/13
● Code Complete 8/2/13
● Environment Readiness 8/16/13
● Solution Test 8/19/13

SDLC Phase:
10/25/13 Project End 0- 10/25/13

PROJECT: CTVC CB Combined PPM Number(s): 0 Report as of: 5/23/13
Risks or Issues
Risk SOW does not include Cisco SI&T in support of the project Low James/Jen 57
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
Develop/maintain technology schedule Support smoke and integration test activities N/A 0
Support smoke and integration test activities Support environment readiness activities for Q3 release 0
Support environment readiness activities for Q3 release Support product deployment
0
Support product deployment
0
0
0
Support product deployment Develop final test summary report Support product deployment
0
0
0
0
0
102
PROJECT: Avaya Day 2 PPM Number(s): 34906 Report as of: 5/31/13
Milestone 1 is the first IVR code release post Avaya deployment. It includes
Current
J
enhancements to increase the authentication rate. By increasing the authentication rate
w e are able to provide more callers the ability to transact their business in the IVR
Satisfaction
alone.
Overall Project Status: Category: Customer Exp & Mktg Remaining
Schedule No know n issues Spend
l
CAM: Al Briggs
Project Manager: Brent Wenson Non Labor Opex $0 $41,250 $41,250
Business Owner: Carolyn Rak Capex Softw are $0 $0 $0

Scope No know n Issues
l
Technology Ow ner: Julie Porath Capex Hardw are $0 $0 $0
Employee Labor $44,589 $139,400 $94,811

Key Partners: BSS App Dev
Budget No know n issues Key Vendors: Avaya
l
Other $0 $0 $0

● Received Milestone 1 funding 4/15/13
● Business requirements completed.
●
●
●
● Complete Analysis & Design 5/31/13
●
●
●
●

SDLC Phase:
1/24/13 Project Start0- 1/24/13

8/5/13 Launch - 8/05/13
0 Launch - 8/05/13
4
9/13/13 Project End 0- 9/13/13
PROJECT: Avaya Day 2 PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Risk If the Targus w eb service response time is not fast enough, it may introduce latency in IVR application performance during authentication
Medium treatment.
Julie
This
Porath
w ould generate a negative caller ##
exp
Risk If the hosting and/or support model for the Targus w eb service is not adequate for a 24x7x365 application, prolonged outage conditions
Medium could occur,
Juliereducing
Porath the success rate and negatively
##
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
104
PROJECT: Long Distance Cost Optimization (LDCO) PPM Number(s): 32807 (2012+) : 31711 (2011) Report as of: 5/31/13
LDCO w ill create a nationw ide common voice interconnection to existing Cox LD net Current
Brief Description (scope) carriers via a low er cost IP based protocols (i.e., trunk side SIP) and enable the
aggregation of all Res/CB voice traffic from all markets over shared interconnections
Customer
Satisfaction J
Schedule Testing to complete on schedule Orange Spend
l
CAM: Kevin Nichols
County and OKC.
Project Manager: Daniel Paine Non Labor Opex $0 $0 $0
Business Owner: Chris Draper Capex Softw are $0 $0 $0

Scope No significant changes to scope since
l
Technology Ow ner: Chris Draper Capex Hardw are $0 $0 $0
project inception.
NSE, Backbone Eng, Ops, Employee Labor $184,941 $228,479 $43,538
Key Partners:
Sec Eng
Sonus, Juniper, Empirix,
Budget Financials updated as of 5/29/13 PPM Key Vendors:
l
Anue, TEOCO Other $75,000 $75,000 $0
status. Budget code valid until end of
September.
Target Market(s): Initial New Orleans, then all. Totals $338,739 $412,412 $73,673

● Initiated testing of Orange County
● Initiated testing of OKC
● Successfully launched Omaha on 5/21/13
● Successfully launched Kansas on 5/14/13
●
● Orange County - Launch 6/11/13
● OKC - Launch 6/18/13
● Hampton Roads - Launch 7/9/13
●
●
Date MilestoneDummy
SDLC Phase:
3/24/11 Project Start0- 3/24/11
0 - 2/01/11
Portfolio Gate
8 - 2/01/11
3/17/11 Align Gate -03/17/11
9/10/12 Launch - 9/10/12
0 Launch - 9/10/12
4
9/18/13 Project End 0- 9/18/13
PROJECT: Long Distance Cost Optimization (LDCO) PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Risk OKC storms may cause launch delay Low Daniel Paine 33
0
0
0
0
0
0
0
0
0

Hybrid/BTS sw itches LDCO 2.0 D 0
Long distance interconnects 0
Utilizing backbone netw ork 0
0
0
0
0
0
8
0
0
0
0
0
0
0
0
106
PROJECT: Advanced Analytics Platform PPM Number(s): 34452 Report as of: 6/3/13
Current
Brief Description (scope) Advanced Analytics Platform Customer
Satisfaction J
Schedule On target. Spend
l
CAM: N/A
Project Manager: Jeff Whisnant Non Labor Opex $0 $0 $0
Business Owner: Scott Radcliffe Capex Softw are $780,000 $827,400 $47,400
Scope On target.
l
Technology Ow ner: Spencer Taft Capex Hardw are $191,941 $180,000 ($11,941)
Employee Labor $40,328 $186,997 $146,669

Key Partners: Customer Exp & Mktg
SAS
Budget On target. Key Vendors:
l
Oracle Other $0 $0 $0
Target Market(s): N/A Totals $1,051,082 $1,370,000 $318,918

● NAS installation completed and available to servers.
● OS installation completed for Application Server, Compute Node 1 and 2 and all VMs in DEV and TEST environments. MS Office pending installation on Windows VM.
● Compute Node 2 issues have been resolved.
● SAS installation is ahead of schedule. DEV environment to be completed by 5/31. Scheduling SAS resource for the Advanced GRID Configuration specific to Cox.
● EBI Operating Model started.

● SAS Installation, Configuration and Testing 7/8/13
● SAS Migration 7/4/13
● UAT 7/19/13
● Deployment 7/26/13
● Stabilization 9/20/13

SDLC Phase:
12/1/12 Project Start0- 12/01/12
0 - 2/14/13
Portfolio Gate
8 - 2/14/13
7/29/13 Launch - 7/29/13
0 Launch - 7/29/13
4
9/20/13 Project End 0- 9/20/13
PROJECT: Advanced Analytics Platform PPM Number(s): 0 Report as of: 6/3/13
Risks or Issues
Risk Schedule risk due to resource constraints and project unknow ns. Working closely w ith Infrastructure, Storage and partners. High Jeff Whisnant ##
0
0
0
0
0
0
0
0
0

Oracle Exadata Build U 0
0
0
0
0
0
0
0
20
0
0
0
0
0
0
0
0
108
PROJECT: Cross MSO WiFi PPM Number(s): 33121 Report as of: 5/31/13
The goal of this project is to provide our CHSI customers access to Internet Service Current
Brief Description (scope) outside of their home markets on a large array of WiFi access points deployed by
several MSOs.
Customer
Satisfaction J
Schedule CVC target production date of 5/1 for UAT Spend
l
CAM: Mike Emry
may be late by a day because of issues
w ithin environment and the portal code. Project Manager: Joseph Scially, Mike R. Non Labor Opex $3,650 $3,650 $0
Business Owner: Lewis Roberts Capex Softw are $0 $0 $0

Scope
l
Technology Ow ner: Matt Hayes Capex Hardw are $0 $1,866 $1,866
Cable Vision, Comcast, Time Employee Labor $8,804 $75,394 $66,590

Key Partners:
Warner, Brighthouse
Budget Key Vendors: Cisco, IBB consulting
l
Other $0 $0 $0
N. Virginia, Connecticut,
Target Market(s):
Partner markets
Totals $36,698 $226,224 $189,526

● Hot Spot Map is in production as of 5/9/13
● No major issues from UAT testing
● Received Approval from Assured Gate panel with no exceptions
● AP's available for Cable Wi-Fi
● LRC Gate approval and Market Launch success with 1st cable partner - Cablevision

● T&C's content update should be completed in production before markt launch 5/30/13
● Next cable partner - Comcast
●
●
●
Date MilestoneDummy
SDLC Phase:
12/1/11 Project Start0- 12/01/11
0 - 8/30/12
Portfolio Gate
8 - 8/30/12
1/31/13 Align Gate -01/31/13
5/28/13 Launch - 5/28/13
0 Launch - 5/28/13
4
11/21/13 Project End 0- 11/21/13
PROJECT: Cross MSO WiFi PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
0
0
0
0
0
0
0
0
0
0

AAA Broadhop Design D U 0
NOC-NOC support betw een MSO's D 0
0
0
0
0
AAA server integration w ith other MSOs VPN Connectivity betw een cable partners 0
Devleopment of Portal landing page 0
EBI integration w ith Cablelabs Wireless Service Locator (WSL)
0
0
0
0
Determine if a Release Program is necessary - Release The details surrounding support of customers and hand-off
0
Management to MSO partners w hen issues arise.
Test Strategy 0
0
0
0
110
PROJECT: Recommendation Engine 1.1 & 2.0 PPM Number(s): 33760 Report as of: 5/29/13
Continuation of recommendation engine 1.0. Project is primarily focused on enabling Current
K
Expectation is to collapse schedule
Brief Description (scope) recommendations on companion devices and extending consumption history and Customer
into September launch.
metadata collection on entire netw ork of Set Top Boxes & non trio endpoints Satisfaction

Schedule Due to scope churn and frequent re- Spend
l
CAM: Elizabeth Coffey
planning, schedule is pushing into a late
October QA complete (launch to follow ) Project Manager: Ben Shugart Non Labor Opex $0 $48,271 $48,271
Business Owner: Charles Scarborough Capex Softw are $18,847 $461,840 $442,993
Scope Removed Rovi Consumption from RE 2.0
l
Technology Ow ner: Elizabeth Coffey Capex Hardw are $10,756 $264,956 $254,200
scope, but CR pending to include Rovi
customers' PVE learn actions in scope for Converged Services, Video Employee Labor $242,110 $589,763 $347,653
Key Partners:
mid-August delivery Ops
Cisco, ThinkAnalytics,
Budget Key Vendors:
l
Cognizant Other $0 $0 $0

● Resolved concerns with CVM clone DB & it's use for RE 1.1 production entitlements
● Gained approval to remove Rovi consumption from scope of RE 2.0
● RE 1.1 gained PRC approval for funding through June launch
● TA Completed SSL Encryption Benchmark testing. Results forthcoming.
● Completed & Delivered LOEs for PVE Learn Actions to RE Change Request

● Close change request for PVE Learn Actions 5/3/13
● Complete RE 1.1 EBI Analysis 5/3/13
● Complete RE 2.0 TRDs 5/10/13
● Complete RE 2.0 EBI Design 6/4/13
● Complete RE 1.1 EBI Entitlements Development 6/7/13

SDLC Phase:
0 - 11/05/12
Portfolio Gate
8 - 11/05/12
10/25/13 Launch - 10/25/13
0 Launch - 10/25/13
4
11/30/13 Project End 0- 11/30/13
PROJECT: Recommendation Engine 1.1 & 2.0 PPM Number(s): 0 Report as of: 5/29/13
Risks or Issues
Issue Frequent scope churn causing delays in ability commit to a set of detailed requirements and schedule. High Ben Shugart 5/3/2013 ##
Issue ThinkAnalytics' dedicated, onsite development environment delayed. Could delay development for RE 2.0 Web Services. High Mat Thom 5/24/2013 ##
0
0
0
0
0
0
0
0

ICOMs U RE 1.1 U 0
CVM U Channel Expansion U 0
RE U PVE D 0
EDW/ODS U Project B D 0
0
0
1. Close revised requirements analysis based on scope 1. Close revised solution segmentation document 0
changes distributed by Charles Scarborough on 4/09 and 0
replan.
6
17
3
9
0
0
0
0
0
112
PROJECT: Unified Communications CB Voicemail PPM Number(s): 32806 Report as of: 5/31/13
Current
K
Upgrade the current Movius Voice Mail Platf orm to Acision Unified Communications Not yet deployed to Cox business
SP08 platform, migration of Cox business customers by end of 2012. customers.
Satisfaction

Schedule Platform stability resolution has affected Spend
l
planned migration schedule.
Samson Tong/J
Project Manager: Non Labor Opex $8 $0 ($8)
Freeman
Business Owner: Jeff Adelmann Capex Softw are $0 $0 $0
Scope Direct dial pager support is exclusion.
l
Technology Ow ner: Rob Yeary Capex Hardw are $0 $0 $0
Initial launch w ill not include automated
Fax-to-Email and Voice-to-Text. Employee Labor $125,697 $72,803 ($52,894)
Key Partners: VM Operations
Budget Financials are through February 2013. Key Vendors: Acision, HP, EMC
l
Other $717 $0 ($717)
Target Market(s): ALL Totals $228,163 $141,803 ($86,360)

● Hot Fix 36 -72 hours longevity test completed. Go/No-Go completed on Friday 5/3.
● Hot Fix 36 Production upgrade completed at Duke Drive on 5/7 per plan
● Hot Fix 36 Production upgrade completed at San Diego on 5/14 per plan
● EMC Data Migration lab testing is underway
● Phase 1 CRs content is now secured. Release date for those CRs which have App Dev effort has been secured.

● Stabilization MOP Review Meeting with Acision/HP (ACTUAL) 2/15/13
● Duke Drive Remediation (ACTUAL) 3/5/13
● FED (West) production platform remediation. (Actual) 3/18/13
● Hot Fix 36 Deployment - East (Actual) 5/4/13
● Hot Fix 36 Deployment - West (Actual) 5/14/13
Date MilestoneDummy
SDLC Phase:
0 - 2/25/11
Portfolio Gate
8 - 2/25/11
8/10/11 Align Gate -08/10/11
6/12/13 Launch - 6/12/13
0 Launch - 6/12/13
4
12/1/13 Project End 0- 12/01/13
PROJECT: Unified Communications CB Voicemail PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Issue Start of QA pending prioritization for QA environment and PVE resources. High BRR 7/8/2013 72
Risk Platform Stability w ork can negatively impact SME resources for CB Migration schedules. Supllemental contractor funding. High Team 7/8/2013 ##
Risk Financial support commitment for Movius during 2014 (pending migration to Acision). Medium Cox Business 12/31/2013 83
0
0
0
0
0
0
0

Service Broker U 0
Vision Voice U Acision EMC Storage Upgrade D 0
MyAccount U Platform Stabilization D 0
Edge Middlew are U 0
0
0
MyAccount, Vision Voice, Edge ICOMS, Service Broker, Vision Tool, PAWS Acision Architecture, Enterprise Storage 0
0
0
27
22
0
Voicemail Engineering, Enterprise Storage, Acision/HP QA, Perf ormance Testing VoiceMail Operations, Enterprise Storage
0
0
0
0
0
114
PROJECT: Cox Business IP-VPN PPM Number(s): 32804 Report as of: 5/31/13
Launch new Cox Business Netw orking Service, IP-VPN, leveraging the Alcatel-Lucent Current
Brief Description (scope) MPLS platform. Standardized design, implementation and operational processes are
required.
Customer
Satisfaction J
Schedule Launch date pushed out due to Spend
l
introduction of additional testing (E2E)
during trial phase Project Manager: Ira Ralph Non Labor Opex $0 $0 $0
Business Owner: Brian Rose Capex Softw are $0 $0 $0

Scope
l
Technology Ow ner: Guy McCormick Capex Hardw are $0 $500,000 $500,000
OSS, BSS, TechOps, TQC,
Employee Labor $105,948 $601,574 $495,626
Key Partners: BBR, CB-Product, CB-
Product Ops Contractor Labor $107,405 $320,906 $213,501
Budget Key Vendors: IBM, ALU, Jabian
l
Other $6,043 $15,000 $8,957
Target Market(s): Trial Markets: LV and OKC Totals $219,396 $1,437,480 $1,218,084

● Overall Program: LRC "Beta" Trials ongoing in OKC
● Engineering: Cross Market SVT ongoing
● Invoicing: CSG and iBill code deployed to production - 5/8/13
● CB Product: Completed ICOMS setup for beta customer
●
● Phase 1: Complete Beta Trials 6/30/13
● Phase 1: Target LRC review "GA" - first market OKC 7/11/13
● Phase 2: Complete SVT for Cross Market functionality 6/30/13
● Phase 2: Continue deploying NTP Server to local markets
●
Date MilestoneDummy
SDLC Phase:
0 - 9/30/12
Portfolio Gate
8 - 9/30/12
2/1/11 Align Gate -02/01/11
6/6/13 Launch - 6/06/13
0 Launch - 6/06/13
4
12/4/13 Project End 0- 12/04/13
PROJECT: Cox Business IP-VPN PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Risk Use of the same 3rd Party vendor for Portal and data collection;implemented as part of IP-VPN Portal Project Medium Ira Ralph ##
0
0
0
0
0
0
0
0
0

TNPM Scheduler EPMR - PPM# 32805 U 0
Granite Vision Data FairFax County School D 0
ODS IDM 0
EDW 0
MyAccount 0
11
0
0
17
21
0
0
0
0
0
0
0
116
PROJECT: CB Ethernet Performance Mgt Reporting PPM Number(s): 32805 Report as of: 5/31/13
Current Customer is happy w ith the decision
K
To provide Cox business customers access to the performance metrics on circuits that
Brief Description (scope) Customer to move to bridge solution but not
they lease from Cox.
Satisfaction overall satisfied w ith the progress

Schedule 5/7/13: Schedule changed from Green to Spend
l
Yellow due to impacts outlined in "At Risk"
PRC update Project Manager: Ira Ralph Non Labor Opex $1,048 $0 ($1,048)
Business Owner: Brian Rose Capex Softw are $0 $0 $0

Scope 5/7/13: Scope changed from Green to
l
Yellow due to impacts outlined in "At Risk" Tech Ops, Enterprise
PRC update Employee Labor $88,703 $386,044 $297,341
Key Partners: Engineering, Field
Engineering, CB-Product Contractor Labor $101,209 $254,750 $153,541
Local Backhaul Netw orks,
Budget 5/7/13: Budget changed from Green to Key Vendors:
l
ALU, Accedian Other $60,193 $212,900 $152,707
Yellow due to impacts outlined in "At Risk"
PRC update First (OKC, AR, LA, VA &
Target Market(s): AZ) markets; All markets to Totals $251,153 $858,694 $607,541
follow

● Overall Program: Working with FairFax County Public Schools (FCPS) project team to provision and setup FCPS circuits on the EPMR platform.
● Solutions Delivery: OcularIP 3.2.1 deployed to pre-production (QA) environment - 5/8/13
● Solutions Delivery: Provisioned additional carrier circuits other than AT&T to OcularIP
● Tech Ops: AT&T April SLA report completed and sent to AT&T
● Engineering: EtherNID testing ongoing; ALU PoC testing (FindtoFile) with LBN ongoing

● Phase 1b: Start testing OcularIP 3.2.1 5/9/13
● Phase 1b: Continue onboarding additional carrier circuits 5/9/13
● Phase 1b: Present "At Risk" deck to PRC 5/15/13
● Phase 1a: Close out Phase 1a
● Phase 2: Continue testing ALU integration with LBN.
Date MilestoneDummy
SDLC Phase:
6/29/09 Project Start0- 6/29/09
0 - 2/24/10
Portfolio Gate
8 - 2/24/10
8/9/12 Align Gate -08/09/12
2/8/13 Launch - 2/08/13
0 Launch - 2/08/13
4
12/30/13 Project End 0- 12/30/13
PROJECT: CB Ethernet Performance Mgt Reporting PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Issue TechOps contractors currently serve as EPMR solution ow ners funded via the project; need to ensure funding post Warranty High Vernon Walker ##
Risk Long term sustainability and ability to ramp service offering to additional customers w /out B/OSS integration/automation Medium Becky Snape ##
Risk Interim, manual reports until portal development complete Medium Vernon Walker 57
Issue Business requirements for the content of the monthly EPMR report for AT&T have not been w ell defined. High Vernon Walker ##
Risk CB Product management resource backfill High Brian Rose 39
0
0
0
0
0

IP-VPN D 0
Granite Aurora U 0
OcularIP (3rd Party system) D 0
0
0
0
n/a; hosted 3rd party solution 0
0
6
6
0
0
Device Configurations Design & Test is Complete n/a for QA Org Support Escalation Model defined;communication in progress
0
Configuration Guide is Published Technology Admin Testing is Complete Process to exclude maintenance events – in progress
OSS Requirements for Device Configuration Guide is HA Testing in OKC is complete Manual discrepancy reporting to ensure netw ork data 0
Open/In Progress User Acceptance Testing in Field in Progress integrity across NMS/OSS/BSS – in Progress 0
P6 QA Lab set up (for future testing) complete
0
0
118
PROJECT: Aurora Phase 2.0 PPM Number(s): 34056 Report as of: 5/31/13
Aurora’s focus is providing trusted netw ork data to Tech staf f via existing OSS tools. Current
Brief Description (scope) Phase 2 adds on automated OSS capabilities (Netw ork Discovery & Reconciliation) to
deliver netw ork & topology data. This supports later enhancements to monitoring tools.
Customer
Satisfaction J
Schedule Spend
l
CAM: N/A
Project Manager: Taz Lake, Becky Snape Non Labor Opex $0 $8,000 $8,000
Business Owner: Mark Adams Capex Softw are $0 $0 $0

Scope
l
Technology Ow ner: Mark Kaish Capex Hardw are $0 $0 $0
Cox Business, Ent. Arch, Employee Labor $45,535 $43,800 ($1,735)

Key Partners:
Field Engineering, Tech Ops
Budget Bridge Funding provided in April & May. Key Vendors: TBD
l
Other $0 $63,000 $63,000
Begin w ith Regional

Target Market(s):
Deployment in Virginia
Totals $702,567 $703,000 $433

● Funding - Alignment with PRA/nGo is under discussion as part of June 7 funding request to Capital Committee.
● Business Case - Refined business case inputs. Continued alignment with nGO Engineering, SOC and CB Service Assurance strategies.
● Network Discovery - Regional deployment planning in progress with Virginia. Target network element priorities have been set. (IBM ITNM Tool in place)
● Network Reconciliation - SCM managing RFQ to assist with pricing for regional/future enterprise deployments. Quiet Period with vendors (e.g., Subex, Netcracker, etc.)
●
● Funding - Capital Committee Meeting, Technology Update, PRC Update 6/7/13
● Discovery - Expanded Discovery in Virginia, targeting a run with additional IP ranges by early June 10/15/13
● Discovery - Support Development Team as needed with RFI/RFP for Enterprise Solution
●
●
Date MilestoneDummy
SDLC Phase:
11/1/12 Project Start0- 11/01/12
0 - 1/31/13
Portfolio Gate
8 - 1/31/13
7/14/13 Align Gate -07/14/13
12/31/13 Project End 0- 12/31/13

PROJECT: Aurora Phase 2.0 PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Risk Aggressive schedule to complete business requirements and consolidate estimates for Analysis and Design Medium Becky Snape 1/31/2013 ##
0
0
0
0
0
0
0
0
0

Netcool 0
Granite 0
UET 0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
120
PROJECT: Cox Verizon Program PPM Number(s): 34724-34728 (5 ind. numbers) Report as of: 5/31/13
Verizon Cox Venture to offer integration of Verizon Wireless subscribers w ith their Current
Brief Description (scope) home broadband, TV and phone services. Technologies Program Management of 4
Workstreams: (1) CCS (2) IIR (3) Reconciliation/Bounty (4) JMC Hub
Customer
Satisfaction J
Schedule (1) CCS - On Target (2) IIR: EBI - On Spend
l
Target (3) IIR: BSS - On Target
(4) Recon/Bounty - On Target Project Manager: Alison Millsaps Non Labor Opex $0 $0 $0
(5) JMC Hub - On Target
Business Owner: Judy Train Capex Softw are $0 $0 $0
Scope (1) CCS - On Target (2) IIR: EBI - On
l
Technology Ow ner: Johannes Eckert Capex Hardw are $0 $0 $0
Target (3) IIR: BSS - On Target
(4) Recon/Bounty - On Target Employee Labor $359,066 $1,350,510 $991,444
Key Partners: Verizon
(5) JMC Hub - On Target
Budget On Target Key Vendors: Accenture and Cognizant
l
Other $0 $0 $0
Target Market(s): ALL Totals $1,060,942 $4,856,615 $3,795,673

● JMC HUB: EWS Development & Unit Testing for Consent to Share Complete 5/24.
● IIR: CR07, DSR Headers and Local Taxes Deployment Complete 5/24.
● CCS: Received a "Go" decision for CDW/SLA Deployment on 5/23; deployment currently scheduled for 6/6.
● Recon Bounty: Halted performance test until after VZW launch.
● CNS: Kickoff meeting held with key participants to review Phase 1 timeline/next steps.

● CNS: Care approval of updated mapping 5/29/13
● CCS: JSIT Kick-off 5/30/13
● Recon Bounty: Review contract updates to bounty rule requirements 5/31/13
● JMC HUB: Business to decide on scope and development efforts for the remainder of 2013 5/31/13
● CCS: CDW/SLA Deployment 6/7/13

SDLC Phase:

7/21/13 Launch - 7/21/13
0 Launch - 7/21/13
4
12/31/13 Project End 0- 12/31/13
PROJECT: Cox Verizon Program PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Issue IIR-Contract amendment needed for official Pilot Launch date. Medium Michelle McCoy 61
Risk All-Long-Term Roadmap: BIC not yet defined. CCS, IIR, JMC Hub not defined w ith VZW. Medium Susan Brow n 83
Issue Service code mapping w /in CNS must be updated to ensure Order Processed emails include timeslot information. High A. Millsaps ##
0
0
0
0
0
0
0

CCS to JMC Hub-Credit Check U 0
JMC Hub to CCS-JID Storage D 0
Matchback to JMC Hub-JID D 0
IIR to JMC Hub-JID Reports D 0
0
0
0
0
0
0
0
0
0
0
0
0
0
122
PROJECT: FS Mobile Device Strategy - Tech Enablement PPM Number(s): 32827 Report as of: 5/31/13
Define and implement a new mobile solution for CCI Field Technicians, replacing existing Current Delay in architecture specification
Brief Description (scope) iWerks and TOA platforms Customer
Satisfaction K has caused signif icant delay in
project schedule

l
CAM: Al Briggs
Mike Ramsey (IT);
Project Manager: Non Labor Opex $0 $0 $0
Aaron Ripley (Field
Business Owner: Mike Horton Capex Softw are $0 $0 $0
Scope No know n issues
l
Technology Ow ner: Todd Dean / Stephan Els Capex Hardw are $0 $0 $0
Employee Labor $0 $0 $0
Key Partners: BSS/OSS App Dev
Budget No know n issues Key Vendors: TOA
l
Other $0 $0 $0

● Conceptual Architecture, High Level Solution Design, Service Gateway Design, and UI Design documentation all completed at Alignment on 12/20.
● Decided upon a vendor for the XML Gateway - Layer 7. Have also found a Tech Ops owner (Rich Schumann - Ivonne Varela) and App Dev owner (Derek Smith).
● Have selected OKC (particularly Tulsa) as the pilot site for Tech Enablement Release 1.
● Have completed 4 of 5 releases for the development build cycle. Release 5 demo is targeted for week of 6/24.
● CX Connect has been chosen as the application's external facing name.

● Working with Supply Chain on negotiations with Layer 7. Hope to finalize contract verbiage and determine IT ownership soon. 5/31/13
● Code Completion for the UI, Service Gateway, and any new service calls across source applications. 6/28/13
● QA Completion and Pilot Start 8/16/13
●
●
Date MilestoneDummy
SDLC Phase:
12/1/11 Project Start0- 12/01/11
0 - 3/08/12
Portfolio Gate
8 - 3/08/12
12/20/12 Align Gate -012/20/12
8/19/13 Launch - 8/19/13
0 Launch - 8/19/13
4
12/31/13 Project End 0- 12/31/13
PROJECT: FS Mobile Device Strategy - Tech Enablement PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Risk Technical Operations must operationalize a new technology to Cox IT (XML Gatew ay) as the Security appliance. Medium Tech Ops (Rich Schumann) 8/16/2013 ##
Issue Delays w ith XML Gatew ay vendor contractual negotiations have the ability to delay timelines if they persist. Medium Supply Chain 5/31/2013 ##
Risk Need to determine ongoing Contractor Support (Who do they call for help, how w ill they be trained, etc?) Low Field Services 8/16/2013 ##
Risk Need to determine if / how MobileIron can be utilized for Contractors Low Tech Ops 8/16/2013 69
Issue Looking at enterprise solution to balance accounts in ICOMS. Previous strategy does not have corporate IT approval. Medium FS Mobility 8/16/2013 ##
0
0
0
0
0

iWerks (+Mobile) Trimble and GPS 0
ETA Direct UET 0
DET EWS 0
EdgeHealth GNIS 0
Home Cert 0
3
4
0
0
0
0
0
0
0
0
0
0
124
PROJECT: IBN PPM Number(s): 33522 Report as of: 5/31/13
Current
J
Sustain & Enhance the messaging platform throughout the year to support Advisory Working w ith all stakeholders to
Board approved notifications for 2013. def ine 2013 platform roadmap.
Satisfaction

Schedule Will be defined at the use case level. Spend
l
CAM: Kevin Nichols
Project Manager: Kimberly Ford Non Labor Opex $0 $0 $0
Business Owner: Missy Mitchell Capex Softw are $0 $0 $0

Scope Activate approved platform
l
Technology Ow ner: Bryan Edney Capex Hardw are $0 $0 $0
enhancements and new use cases as
needed in 2013. BRR; OSS-Dev; Eng; Tech Employee Labor $14,899 $80,000 $65,101
Key Partners:
Ops; Prod Strategy
Contractor Labor $30,418 $0 ($30,418)
Budget Approved Budget = $80K rollover + Key Vendors: Front Porch
l
Other $0 $0 $0
$420K driver (use case level approval w ill
be required to secure funding from the
'driver' bucket) = $500K Target Market(s): All Totals $45,317 $80,000 $34,683

● WE Item#796 (WiFi Notification) BRQs complete. FRQs in progress. ETC = 5/31. Technology delivery schedule in progress. Lab integration work in progress.
● WE #949 (4-New Abuse Use Cases). Estimates complete. Tech schedule pending. WE #971 (Stranded eMTA) estimates requested on 5/15. Due on 5/29.
● Manual D3 modem swap Notification refresh completed on 4/22; 4/29; 5/06; 5/20. Cali Node Split refresh scheduled for 5/27 w/ new user list & HTML.
● UBP Release #1.1 CR feasibility assessment & "small" T-shirt size estimate submitted by Technology. UBP Program & IBN advisory board approvals pending.
● IBN Lab integration work packages in progress for provisioning & network (F-plant & A-plant) testing capabilities. WiFi PoC dependency.

● Manual D2-D3 Modem Swap Notification Refresh - Complete 4/29/13
● Manual D2-D3 Modem Swap Notification Refresh - Complete 5/6/13
● Manual D2-D3 Modem Swap Notification Refresh - In Progress 5/20/13
● Manual D2-D3 Modem Swap Notification Refresh - Scheduled 6/3/13
● Manual Cali Node Split Notification Refresh - In Progress 5/27/13

SDLC Phase:

4/9/12 Launch - 4/09/12
0 Launch - 4/09/12
4
12/31/13 Project End 0- 12/31/13
PROJECT: IBN PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Risk Visibility Services Platform Stabilization: 1) Grow th Deployments 2) Legacy Replacements 3) Grooming Deployments Medium Engineering/Procera 6/30/2013 ##
- 2013 VS hardw are agreement reached and PO submitted as temporary risk mitigation strategy. 92
Risk Anue/Ixia port license pricing agreement and M&S agreement renew als are pending. Medium Supply Chain 5/31/2013 80
0
0
0
0
0
0
0

Visibility Services U Visibility Services Grow th U UBP D 0
eMTA Non-Return Fee D 0
Worst of List D 0
D2/D3 Modem Sw ap D 0
Cali Node Splits D 0
0
PM; BA IBN - Lead Developer BSS Architecture 0
CNS - Lead Developer OSS Architecture 0
26
19
13
16
Solution Engineer Lead Tester IBN Operations
3
Sustaining Engineering CNS Operations
0
0
0
0
126
PROJECT: PCI Compliance 2.0 Remediation PPM Number(s): 33761 Report as of: 5/29/13
Current
J
This program consists of 13 w ork streams required for CCI to become compliant w ith
the new PCI DSS v2.0 standard.
Satisfaction

Schedule Program is on schedule. Spend
l
CAM: none
Project Manager: Rob Isaac Non Labor Opex $1,693 $145,463 $143,770
Business Owner: Russell Eubanks Capex Softw are $0 $346,568 $346,568

Scope Current scope is being executed at this
l
Technology Ow ner: Phil Agcaoili Capex Hardw are $133,611 $1,400,000 $1,266,389
time.
Ernst & Young, Saf eNet, Employee Labor $278,656 $213,338 ($65,318)
Key Partners:
NetCracker, Stach & Liu
Budget Budget estimates to complete being Key Vendors: Palo Alto
l
Other $7,935 $218,888 $210,953
managed.

● CCDDR – Remediated two business processes related to chargeback reports
● Secure Zone – BSS dev integration started
● Policy Framework – Reviewed/updated 53 control standards during May review sessions
● Security Monitoring – Detailed Windows Server 2003 initial findings
● Security Monitoring – Obtained system and application logs from POS back office servers

● WRDP – Obtain Approval for PCI Solution Implementation Schedule 6/2/13
● PRC Milestone 2 Review Session 6/20/13
● Secure Zone – Application Development Complete 6/21/13
●
●

SDLC Phase:
6/13/12 Project Start0- 6/13/12
0 - 11/01/12
Portfolio Gate
8 - 11/01/12
11/4/13 Launch - 11/04/13
0 Launch - 11/04/13
4
12/31/13 Project End 0- 12/31/13
PROJECT: PCI Compliance 2.0 Remediation PPM Number(s): 0 Report as of: 5/29/13
Risks or Issues
Risk 4.1 SZ - Need to find a solution around securing/managing all Lit hold files. Low Russell E. 10/25/2013 77
Issue 2.3 CCDDR - Last access timestamps for files are being updated on select servers. Medium Michael Deal 6/30/2013 81
Issue 2.3 CCDDR - Scanning of databases does not scan all row s w ithin the database. Medium Michael Deal 6/30/2013 77
Risk 4.1 SZ – Possible resource constraint on availability of ICOMS QA testers Low Tim Campbell 5/31/2013 73
Risk 3.1 WRDP – AP installation costs validation High James LeMaster 5/20/2013 43
Risk 3.7 Security Monitoring - Window s Server 2003 machines w ithin the CDE are not presently forw arding their OS logs High Zachary Julian 6/28/2013 ##
Risk 4.1 SZ – IVR system is processing CC data and is not segmented from rest of netw ork Medium Tim Campbell 10/31/2013 83
Risk 4.1 SZ – Kerberos authentication for detokenization process not in place for RWS and ICOMS GUI High Tim Campbell 6/30/2013 94
Risk 3.7 Security Monitoring – RWS application log format needed for ArcSight High Joe Binkow ski 6/30/2013 72
Risk 2.3 CCDDR - All DLP scanning has stopped & all ECRs cancelled per National CCB leadership High Michael Deal 6/5/2013 89

ICOMS U .Net U Apollo U 0
POS D 0
RWS D 0
CPA U 0
EWS D 0
0
• John Olmstead for BSS intake. • Rod Echols idientified as a point of contact for 0
• Mark Patsy for BSS design and build. Architecture review 0
6
0
0
0
• Engineering w ill not be involved for Secure Zone. • We are w orking w ith Diego Ballesteros & Erica Turner as • Steve Williams & Scott Tanke for Security Operations.
0
our contact for Tech QA. • Scott Smith & Tim Cotter from Technology Operations.
• Emily Buffington 0
0
0
0
128
PROJECT: STAR 2013 PPM Number(s): 35137 Report as of: 5/30/13
Continuation of enhancements and optimization of the ORACLE Incentive Compensation Current

Brief Description (scope) system to existing and additional channels and employees as w ell as additional levels
of leadership.
Customer
Satisfaction J
Schedule All w ork streams are on target for on-time Spend
l
CAM: Scott Nelson
delivery.
Project Manager: Erin Greene Non Labor Opex $0 $0 $0
Business Owner: Sheila Hicks Capex Softw are $0 $0 $0

Scope Requirements have been defined for Q2
l
Technology Ow ner: Lional Tamez Capex Hardw are $0 $0 $0
standardizations, the Eloquent Solution,
and Call Virtualization. Sales, Field Services, Employee Labor $19,172 $132,200 $113,028
Key Partners:
Customer Care
Budget Budget codes for 2013 enhancements Key Vendors: Accenture, Cognizant
l
Other $0 $0 $0
have been delivered. Items are being
reclassed from the 2012 code to the new
code. Target Market(s): All Markets Totals $102,142 $713,300 $611,158

● Eloquent Solution - NetCracker is preparing the ICOMS files for 8.2.6 release. A lower ICOMS environment is being prepared with the new ICOMS version for testing
● Call Virtualization - Efforts have been combined with Eloquent Solution to avoid rework in STAR
● Meeting with business team to prioritize plan standardization work that is being impacted by Call virtualization and Eloquent
●
●
● Retention Plan Standardizations, SE Site Collapse configurations, Outbound Pilot COE Solution, and Direct Plan Standardizations will be deployed - POR 6/1/13
● Eloquent Solution ICOMS QA Testing will begin - POI 6/17/13
● Call Virtualization analysis and design will be completed - POI 6/30/13
● Commission Statement will be deployed - POI 8/6/13
●

SDLC Phase:
0 - 5/23/13
Portfolio Gate
8 - 5/23/13
2/25/13 Launch - 2/25/13
0 Launch - 2/25/13
4
12/31/13 Project End 0- 12/31/13
PROJECT: STAR 2013 PPM Number(s): 0 Report as of: 5/30/13
Risks or Issues
Issue Hierarchy History Reporting - Solution failed in UAT. Fix is in development. Medium EBI 76
Issue Current Hierarchy Logic - Incorrect hierarchy logic is being used in STAR OBIEE reports. Fix is in development. High EBI ##
Risk App Dev bandw idth limitations may impact ability to deliver Q2 w ork streams. Medium App Dev 7/1/2013 76
Risk Call Virtualization - Design w ill not be completed until the end of June. The impact on the 1/1/2014 deliver date is not determined.
Medium App Dev 1/1/2014 ##
Risk Eloquent Solution - Currently established SLAs may not be met due to additional processing time. High App Dev, EBI 9/1/2013 96
Risk Eloquent Solution - ICOMS and EDW historical data w ill be misaligned for w ork orders created prior to USID. Low EBI 10/1/2013 ##
Issue QA Environment preparation is delayed due to resource constraints and w ill impact QA resource availability High ICOMS, QA 6/1/2013 ##
0
0
0

Avaya U PeopleSoft D 0
ICOMS U EDW D 0
PSTAGE U 0
EDW U 0
PeopleSoft U 0
3
0
0
0
0
0
0
0
0
0
0
0
130
PROJECT: Target State Web PPM Number(s): 34719 34720 34721 34868 Report as of: 5/31/13
This program w ill develop a Target State Web experience for Cox customers allow ing Current
Brief Description (scope) for easier interaction across channels, create consistent and relevant experiences,
and increase a customer’s overall enjoyment of Cox product / services.
Customer
Satisfaction J
Schedule Release 1.0 - On Track Spend
l
Release 1.1 - On Track
Release 2.0 - On Track Project Manager: Ben Samuel Non Labor Opex $0 $0 $0
Release 3.0 - On Track
Business Owner: Lewis Simons Capex Softw are $0 $0 $0
Scope Q2 - Planned
l
Q3 - Planned, New Items Being Added
Q4 - Currently in Release Planning Employee Labor $453,010 $6,425,947 $5,972,937
Key Partners:
Slalom Consulting,
Budget TSW Core - $2,630,279.86 Key Vendors:
l
Cognizant, Accenture Other $0 $0 $0
Order and Fulfillment - $5,070,446.09
Sales and Marketing - $1,806,287.88
Self Service - $5,692,992.54 Target Market(s): All Totals $3,607,931 $15,200,000 $11,592,069

● 5/16 - Digital Marketing Enhancements - Advanced Retargeting and Price Lock Gaurantee (store.cox.com) Launch
● 5/20 - Quarterly Operations Review (QOR) Presentation and Meeting Complete
● 5/23 - PRC Review
● 5/24 - Completed Draft of TSW Business Value vs. What is Being Delivered View
● 5/24 - Completed Program Plan Critical Path by Release

● Global Navigation - National Address Book Launch 5/30/13
● Enhanced Shop Landing - Complete Market Launch 5/30/13
● Existing Customer Subscription (SLA) Web Service Deployment (currently managed under VZW umbrella but originally paid for and part of TSW Shop) 6/6/13
● Finalize TSW Business Value vs. What is Being Delivered 6/7/13
● Sunday Sky Video Trial 6/17/13

SDLC Phase:
0 - 5/23/13
Portfolio Gate
8 - 5/23/13
5/30/13 Launch - 5/30/13
0 Launch - 5/30/13
4
12/31/13 Project End 0- 12/31/13
PROJECT: Target State Web PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Issue UXD Vision - Determining strategic direction based on solution options being defined by Technology. High Elizabeth C 99
Risk Cox Rebranding Efforts - Rebranding may have a significant impact on scope and team; Dates for potential rebranding being determined.
Low Elizabeth C ##
Issue Enhanced Shop - Complete Market Launch Delay from 5/23 to 5/30 High Elizabeth C 62
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
132
PROJECT: Visibility Services (PNI-VA) PPM Number(s): 34756 Report as of: 5/31/13
1) KTLO & Grow th - Platform remains aligned w / current BB and Netw ork capacity
Current
K
grow th activities. HW perf & acquisition issues
2) Platform Legacy Replacements - HW standardization (CNs; SNs & DBs) w ill optimize impacting program commitments
Satisfaction
operational activities and Product Strategy netw ork/service/device trends.
Schedule Very Aggressive. Q2-Q4 2013 proposed Spend
l
CAM: Kevin Nichols
schedule complete. RDC sign-offs in
progress. Project Manager: Kimberly Ford Non Labor Opex $0 $0 $0
2012 - stabilization activities continue in
Business Owner: Guy McCormick Capex Softw are $0 $0 $0
Scope Scope changed w eek of 2/04 to include
l
Technology Ow ner: Guy McCormick Capex Hardw are $0 $7,300,000 $7,300,000
new 8820 grooming activities. Cross
functional acceptance/alignment BRR; Sust. Eng.; SecOps; Employee Labor $0 $0 $0
Key Partners:
achieved. Product Strategy; NT-EMO
Contractor Labor $0 $0 $0
Procera, Anue, Interface
Budget $7.3M requested & approved. Key Vendors:
l
Masters Other $4,900,000 $0 ($4,900,000)
2013 VS Program funded from tw o
separate PPM profiles (#33208 &
#34756). Target Market(s): All Totals $4,900,000 $7,300,000 $2,400,000

● Original Scope (8820 3-Link Solution): PEN; BTR; OKC, KAN, SAN & OC deployments completed as of 5/15.
● New Scope (8920 3-Link Solution): Markets in queue for May deployments include - MAC; HRD; OM-complete & RHI. Outstanding May deployments may be delayed.
● Q2-Q4 deployment schedule/dates defined. Individual RDC resource commitments & sign-offs in progress w/ NFO Team.
● PHX market deployment strategy finalized. Feasibility survey will be completed in May to determine market maintenance scope/duration. Targeting full rip/replace week of J
● Approved budget is split across two separate PPM profiles (#33208 & #34756) by the Finance Team to satisfy the $7.3M request (PPM #34756 reflects $6,132,489).

● Stabilize/Operationalize Platform - In Progress. Major improvements since Jan 2013. 1/31/13
● Complete PHX market/facilities survey - Complete 5/10/13
● Renew Anue device (28-count) support Agreement - In Progress 5/31/13
● Capacity Deployment Activities in the following Q2-Q4 sites: MAC; HRD; OM; ROA; RHI; NO; PHX; LV; NoVa; GAN ; TUL - In Progress 12/31/13
● (Note: OM & HRD & LV included for extra 8920 appliances)

SDLC Phase:

4/30/12 Launch - 4/30/12
0 Launch - 4/30/12
4
12/31/13 Project End 0- 12/31/13
PROJECT: Visibility Services (PNI-VA) PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Issue Platform continues to encounter hardw are/softw are issues preventing Ops/Eng from stabilizing the platform. Low Procera 1/1/2013 ##
Issue Platform hardw are scalability concerns/issues raised to Cox & Vendor executive leadership for mitigation/resolution. High Cox/Procera 1/31/2013 ##
Issue Macon and Phoenix are hot and Procera deployments in this market should be managed quickly. High BB Capacity 3/31/2013 91
Risk New deployment schedule w ill be even more aggressive than the first pass. Medium Team 6/30/2013 73
Closed - Finance team confirmed that the VS Program is being f unding across tw o (2) separate PPM profiles (#34756 & #33208). Total approved budget
Finance
= $7.3M ##
0
0
0
0
0

Front Porch - IBN D In Brow ser Notification (IBN) D Worst of List - in progress D 0
Security Mirror Servers D Project B (fka CBB) - on hold D NI Reporting - in progress D 0
Customer Security Initiative (CSI) D 0
Quick Silver (Sensitive) - on hold D 0
Big Data (Sensitive) D 0
0
N/A N/A Strategic Architecture 0
0
29
29
34
34
Sustaining Engineering N/A Security Operations
27
Security Engineering NOC
26
0
0
0
134
PROJECT: Split Signal 2013 PPM Number(s): 32881 Report as of: 5/30/13
Initiative to expand projects started in Phoenix and San Diego to enable split broadcast Current
Brief Description (scope) signals sent out by key partner netw orks in 5 additional markets (Las Vegas, Hampton
Roads, Oklahoma City, Providence, New Orleans).
Customer
Satisfaction J
Schedule This project is continued in 2012 and Spend
l
CAM: Scott Nelson
each field w ill have each ow n schedule
of launches. Schedule getting behind on Project Manager: Noel Opitz Non Labor Opex $63,171 $90,513 $27,342
signing contracts
Business Owner: Mark Greatrex Capex Softw are $0 $0 $0
Scope Adding equipment in the each market
l
Technology Ow ner: Johannes Eckert Capex Hardw are $1,451,819 $4,267,777 $2,815,958
station to split the signal betw een Cox
customers and Non-Cox customers for Employee Labor $2,203 $17,510 $15,307
Key Partners: Broadcasting stations
marketing and advertising purpose.
Budget We are w ithin the budget but need to re Key Vendors: Mega Hertz, Vernick
l
Other $0 $0 $0
evaluate forecasting 2013 w ith
anticipated spend on equipment based on Tucson, SAN, OKC, BTR,
the contracts that are signed Target Market(s):
Providence, HRD, LAS
Totals $1,695,063 $4,556,920 $2,861,857

● Submitted 3 new Purchase Orders for KTUL, KOKI and KMYT in OKC
●
●
●
●
●
●
●
●
●
Date MilestoneDummy
SDLC Phase:
9/22/11 Project Start0- 9/22/11
0 - 9/28/12
Portfolio Gate
8 - 9/28/12
9/22/11 Align Gate -09/22/11
3/8/12 Launch - 3/08/12
0 Launch - 3/08/12
4
1/19/14 Project End 0- 1/19/14
PROJECT: Split Signal 2013 PPM Number(s): 0 Report as of: 5/30/13
Risks or Issues
0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0
0
Escalated issues to ATL engineering. James Keslso's team
0
for assistance- in December.
0
0
0
0
136
PROJECT: Sales Analytics PPM Number(s): 32909 Report as of: 5/30/13
Overview : Sales Channel Reporting provides the foundational data that enables Current
Brief Description (scope) leadership to quickly analyze and modify channel-specific decisions dow n to the
representative level.
Customer
Satisfaction J
Schedule April deployment activities on schedule. Spend
l
CAM: Scott Nelson
Interim Solution history loads in progress.
July release technical requirements in Project Manager: David Lawrence Non Labor Opex $0 $0 $0
progress
Business Owner: Dot Stith Capex Softw are $0 $0 $0
Scope Phased quarterly w ork into monthly
l
Technology Ow ner: Lionel Tamez Capex Hardw are $0 $0 $0
releases. May release includes Video Sell
In, Close rate, Edit to "per call" metrics, Employee Labor $122,919 $315,763 $192,844
Key Partners: Sheila Hicks
and removal of ETC A7
Budget Proposed budget through Jul 2014 w as Key Vendors: Cognizant
l
Other $0 $0 $0
approved at 2/14 PRC Milestone review .
Sales and Market
Target Market(s):
Leadership
Totals $3,093,279 $3,826,038 $732,759

● July Technical Requirements in progress
● Retention Technical Requirements in progress
● October Business Requirements in progress
● Completed May ETL and OBIEE deployment
●
● New process flow reflecting new Sales Analytics program approach, including JADs and monthly deployments 6/7/13
● Document daily data processes 6/7/13
● Prepare for next PRC Milestone Gate 7/25/13
●
●
Date MilestoneDummy
SDLC Phase:
12/1/11 Project Start0- 12/01/11
0 - 5/17/12
Portfolio Gate
8 - 5/17/12
5/17/12 Align Gate -05/17/12
3/1/12 Launch - 3/01/12
0 Launch - 3/01/12
4
1/31/14 Project End 0- 1/31/14
PROJECT: Sales Analytics PPM Number(s): 0 Report as of: 5/30/13
Risks or Issues
Risk Maintaining alignment w ith business on prioritization and timing of key initiatives Medium Sales Operations, BRR 83
Issue Current net revenue definition in reporting is utilizing data that counts some package discounts tw ice, leading to an underreporting
High
of net revenue
Sales
by an
Operations
estimated 2% ##
0
0
0
0
0
0
0
0

Avaya U iKnow U 0
Knoah U OSCAR U 0
STAR Reporting U 0
Universal Sales ID U 0
MDU Intelligent Contract Management U 0
0
0
0
5
5
14
18
0
0
0
0
0
138
PROJECT: VoD Transformation PPM Number(s): 33098 Report as of: 5/31/13
The VoD Transformation program comprises tracks to allow VoD assets to be Current
K
Weekly calls w ith Louisiana on hold
Brief Description (scope) streamed through Legacy Trio/Rovi STBs, customers' iPads and other devices via PVE Customer
until September.
(Cox TV Connect), and TiVo (managed as a separate project). Satisfaction

Schedule Yellow : Can navigate VOD catalog, select Spend
l
CAM: Alyse Minsky
assets, and stream. Red: against dates
from PRC in February, w hich have since Project Manager: Ashley Bowling Non Labor Opex $58,298 $412,000 $353,702
been recast.
Business Owner: Jay Langa Capex Softw are $1,942,901 $2,624,064 $681,163
Scope
l
Technology Ow ner: Louise Wasilewski Capex Hardw are $243,454 $333,400 $89,946
Employee Labor $462,336 $775,000 $312,664

Key Partners: Video Product
SeaChange, CPS/NDS, Rovi,
Budget Recast the 2013 forecast to incorporate Key Vendors:
l
Concurrent, Netcracker Other $17,650 $0 ($17,650)
PVE prioritization and push out Legacy
deployment
Target Market(s): All (STBs), Global (PVE) Totals $3,594,186 $9,646,844 $6,052,658

● Completed entitlements project, auditing all sites
● Installed Adrenalin 6.3 Sprint 15 in QA lab
● Tested regionalization (new in Sprint 15), and it is working
● Installed Adrenalin patch for policy router (https and dual endpoints)
● Completed ADIParser map project

● VOD ready for PVE QA 5/28/13
● Production ready for Apple testing 6/14/13
● VOD Transformation PRC Milestone Gate #4 6/20/13
● Soft launch PVE 1.0 ( iPad) 6/27/13
● Launch PVE 1.0 8/5/13

SDLC Phase:
11/3/11 Project Start0- 11/03/11
0 - 2/16/12
Portfolio Gate
8 - 2/16/12
1/31/14 Launch - 1/31/14
0 Launch - 1/31/14
4
1/31/14 Project End 0- 1/31/14
PROJECT: VoD Transformation PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Issue For a pre-trial in multiple sites, w ould need to finish product rules and provisioning interfaces 3 w eeks early. (PVE 509) Medium Kashif Choudry ##
Issue What fields w ill be supported in Adrenalin and exposed to CDWH (PPM 34412) Medium Ray Killick 74
Issue Rate at w hich Adrenalin accepts provisioning messages may not be sufficient to sustain standard operations. (35207) Low Jeff Miller ##
Issue Client launch sequencing. Reprioritizing PVE over Legacy STBs. (34139) Low Jay Langa 70
Issue AssetFlow code quality is less than desirable (35209) Medium Carissa McCann 53
Issue Adrenalin code quality is less than desirable (34902) High L. Wasilew ski 53
Issue Timeline for reconciliation function w ill be after the soft launch (35344) Medium Ray Killick 74
Issue PVE Root approach entails additional w ork for Content Team (35208) Medium M. Sidahmed 66
Issue QA Lab not ready for IPv6, a prerequisite for VOD design, and required for multi-market testing. Dev lab has. (34846) Low Munsterman ##
Issue The PVE deployment Sprint of Adrenalin does not include development for dynamic folders or PVE-specific reporting. (35343) Medium L. Wasilew ski ##

ICOMS U PVE/CTVC iPad Application D PVE/CTVC VOD U CVM 5.0.2 U 0
Central Data Warehouse (CDWH) D CVM U MQAM Migration in Las Vegas U Rovi Show runner 5.9 (server) U 0
AssetFlow (WFE) U DRM U Global/VRF Table Initiative in AZ U TiVo IP Solution D 0
CSX D Trio D CGN U Recommendation Engine 2.0 D 0
CDN D Rovi D Trio 2.0 U VOD DAI (on hold) D 0
3
Working w ith PVE team to clarify scope, requirements, and Held a VOD Design Review Update on 4/15. Held Netw ork 4
dependencies. Design review on 4/17. 4
12
27
33
3
Def ining roles and responsibilities amongst Content, Tech
9
Ops, and Local Sites. Tech Ops, Content, and Provisioning
teams have lab access. Adrenalin training for Ops held in 28
mid-March. 0
0
0
140
PROJECT: Tech Performance Management PPM Number(s): 32828 Report as of: 5/31/13
Current
J
The purpose of this project is to create a consolidated performance management tool Customer is satisfied w ith scope,
(e.g. tech scorecards, metrics association to technician, direction, and effort.
Satisfaction

Schedule Schedule slippiae due to scope updates Spend
l
CAM: Al Briggs
and re-clarifications from the Sponsor
Project Manager: Shawn Tresner (acting) Non Labor Opex $11,254 $0 ($11,254)
Business Owner: Walter Jones Capex Softw are $0 $0 $0

Scope Customer requested a CR during build.
l
Technology Ow ner: John Hunt Capex Hardw are $0 $0 $0
Will know impact after estimate is
completed. All Field Sites Management, Employee Labor $98,830 $157,813 $58,983
Key Partners:
Care Mgt, & EBI
Contractor Labor $755,656 $1,153,502 $397,846
Budget No know n issues. Key Vendors: Cogizant
l
Other $4,488 $0 ($4,488)
Target Market(s): All Systems Totals $870,229 $1,311,315 $441,087

● HRA01 Approved by client
● CR08 Submitted
● Deep Dive New Scope Analysis Sign Off from Sponser
●
●
● QA 9/27/13
● UAT 10/18/13
● Deploy 10/25/13
● Stabilization 11/22/13
●
Date MilestoneDummy
SDLC Phase:
11/8/11 Project Start0- 11/08/11
0 - 8/22/12
Portfolio Gate
8 - 8/22/12
1/31/13 Align Gate -01/31/13
1/1/14 Launch - 1/01/14
0 Launch - 1/01/14
4
2/28/14 Project End 0- 2/28/14
PROJECT: Tech Performance Management PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Risk Business has informed us that they are going to add metrics shortly, but they are not sure w hat they are yet. High Walter Jones ##
0
0
0
0
0
0
0
0
0

ICOMS U 0
Home Cert U 0
Medialla U 0
TBD Scorecard UI U 0
Care Mgmt U 0
0
0
0
0
0
0
0
0
0
0
0
0
142
PROJECT: Usage Billing Platform PPM Number(s): 33873 Report as of: 5/31/13
The Usage Billing project scope is to complete the RBM platform configuration, ICOMS Current
K
New schedule agreed to w ith
Brief Description (scope) integration, and UAT testing in 1 market. Achieving 99% accuracy on the Data Usage Customer
Product, but risks remain.
Meter along w ith IP Tagging are prerequisites to commercial launch. Satisfaction

Schedule Medium risk of readiness for solution test Spend
l
CAM: Kevin Nichols
start date on 6/4. IPDR softw are
readiness not complete until after solution Project Manager: Bill Reed Non Labor Opex $0 $0 $0
test start date
Business Owner: Philip Nutsugah Capex Softw are $0 $0 $0
Scope Multiple CRs creating unplanned w ork to
l
Technology Ow ner: Mike Emry Capex Hardw are $60,990 $1,000,000 $939,010
Release 1. Project resources for analysis
of CRs are constrained by current project BSS App Dev., Tech Ops, Employee Labor $352,998 $1,689,230 $1,336,232
Key Partners:
activities. Enterprise QA, BRR, EBI
Budget Large variance due to unexpected journal Key Vendors: NetCracker
l
Other $0 $0 $0
entries for NetCracker services.
Accounting is researching all NetCracker
entries Target Market(s): All Markets Totals $1,638,866 $8,672,909 $7,034,043

● NetCracker delivered ICOMS/RBM code on 3/29 to support our 2013 launch.
● RBM Passed App Dev Quality Gateway - Cox accepted NetCracker code
● Passed Assured Gate for Milestone 1 with Alignment Artifacts
● First usage records successfully processed from IPDR -> EBI -> RBM -> EBI
●
● Start end to end solution testing 6/4/13
● IPDR launch in Atlanta RDC 7/16/13
● Technology Ready for Release 1 8/30/13
● Production UAT in Macon 10/31/13
● First Bill to live customers 12/3/13
Date MilestoneDummy
SDLC Phase:
6/28/12 Project Start0- 6/28/12
0 - 2/08/13
Portfolio Gate
8 - 2/08/13
5/23/13 Align Gate -05/23/13
11/5/13 Launch - 11/05/13
0 Launch - 11/05/13
4
3/14/14 Project End 0- 3/14/14
PROJECT: Usage Billing Platform PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Risk IPDR vendor softw are w ill not be GA ready w hen end to end testing begins. High Lance Casey 73
Risk Funding for FTEs to support RBM/ICOMS High Mike Emry 37
Risk iBill w ill not be QA ready until mid July High Tiffany M. 41
Risk Additional scoping requested of Project Team via multiple CRs from Product. Medium Mike Emry 75
Risk Resource constraint on EBI to finish dev/int environment. EBI resources focused on usage cycle issue. High Scott Gatlin ##
Issue All RBM environments require additional disk space to accommodate new version of RBM. Medium Harold Reed 85
Issue Paper Bill w ill not be ready for QA testing until early July. Medium Lisa Gore 61
Risk UDL Testing Approach not defined. It w ill impact the budget and may impact the schedule Low Tiffany M. 87
0
0

EBI Inbound U Dow nstream Apps D IPDR U 0
RBM D IP Tagging U 0
ICOMS U 0
Integration Layer U 0
DR U 0
0
None For BSS, w e are dependent on the NetCracker code drops for Revised architecture design. High level is complete. 0
RBM 6.0.3, ICOMS 8.2.6, paper bill changes. For OSS, w e are 0
dependent on successful testing of the IPDR vendor platform.
4
10
0
0
QA testing of RBM/ICOMS/Paper Bill/CNS/PAWS/Internet Need additional headcount to support RBM at launch.
0
Tools/iNAV and EBI
0
0
0
0
144
PROJECT: Next Generation Comm Center PPM Number(s): 34718 Report as of: 5/31/13
The Comm Center through the use of technology, tools and enhanced skill, w ill provide
Current
J
technician and customer related support through a single point of contact to maximize
effectiveness w hile providing value added support to optimize the Customer
Satisfaction
Experience.
l
CAM: Al Briggs
Project Manager: Kasey White Non Labor Opex $14,861 $60,000 $45,139
Business Owner: Mike Horton Capex Softw are $0 $0 $0

Scope No know n issues
l
Technology Ow ner: Al Briggs, Floyd Alcorn Capex Hardw are $0 $0 $0
All Comm Center Systems, Employee Labor $60,000 $345,000 $285,000

Key Partners:
Technology SDT
Budget No know n issues Key Vendors: Jabian Consulting
l
Other $1,615 $5,000 $3,385

● Passed PRC Portfolio Gate - 5/23
● Completed Session 1 of iNav User Experience Review with Field (will aide in documentiing FRQs)
● Held Solution Analysis/Design Kickoff w/Technology Owners - all teams given the green light to begin work for this stage
●
●
● Meeting with IVR to understand business needs, functionality and address resource capacity 5/31/13
● iNav User Experience Review Session 2 - focus on Equipment data being passed 6/5/13
●
●
●
Date MilestoneDummy
SDLC Phase:
1/13/13 Project Start0- 1/13/13
0 - 5/23/13
Portfolio Gate
8 - 5/23/13
9/26/13 Align Gate -09/26/13
3/31/14 Project End 0- 3/31/14

PROJECT: Next Generation Comm Center PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Risk Technology (Al/Kasey) recommended NGCC be reclassed due to likely underspend of the forecasted amount communicated atMedium
entry gate. The Business
Kasey White
(Mike Horton) objected.
5/3/2013 ##
0
0
0
0
0
0
0
0
0

iNav Tech Enablement D 0
EdgeHealth U 0
ETA Direct U 0
Remedy U 0
ICOMS U 0
0
iNav/CMS w ill have a functional dependency on IVR and 0
Avaya in fulfilling the tech authentication requirement. 0
15
0
0
0
0
0
0
0
0
146
PROJECT: TiVo IP Solution PPM Number(s): 32876 Report as of: 5/29/13
Current
K
This program w ill deliver traditional VOD to TiVo set tops using the new IP delivery Cox and TiVo are w orking on the
system and a TiVo-supplied client. Master Agreement.
Satisfaction

Schedule TiVo, NDS, Verimatrix, and SeaChange Spend
l
CAM: Alyse Minsky
SOW's are outstanding. New scope
related to Service Composer has further Project Manager: Ryan Meisenheimer Non Labor Opex $89 $0 ($89)
delayed timeframes.
Business Owner: Steve Necessary Capex Softw are $30,000 $30,000 $0
Scope Contract draft to sw itch to an IP-based
l
Technology Ow ner: Louise Wasilewski Capex Hardw are $32,672 $30,000 ($2,672)
system is under review . Scope has
increased w ith Service Composer Employee Labor $31,936 $79,600 $47,664
Key Partners: TiVo
requirement.
TiVo, SeaChange, CPS
Budget Cardio funds to assess feasibility w ith Key Vendors:
l
(NDS), Microsoft Other $0 $0 $0
TiVo. Decision on TiVo's proposed
architecture w ill impact the budget. Revised from 12 metro
Target Market(s):
areas to all markets.
Totals $143,613 $841,200 $697,587

● The term sheet was complete enough and has been rolled into the master agreement.
● Business Requirements are complete. However, changes may be needed after the Service Composer requirements are finalized.
● Contacted NDS about PlayReady timeline and SeaChange about Publisher.
● Confirmed a PlayReady/HLS implementation is not supported by Microsoft.
● Confirmed Verimatrix as DRM solution.

● Finalize Solution Workbook (Design Set) 7/5/13
● Finalize NDS CR's for DRM Adapter and Key Store 6/28/13
● Finalize Verimatrix SOW for DRM Implementation 6/28/13
● Finalize Service Composer requirements/estimate 6/28/13
● Finalize schedule (based on PVE, CVM, and VOD Transformation dependencies) 7/5/13
Date MilestoneDummy
SDLC Phase:
7/15/10 Project Start0- 7/15/10
0 - 12/06/12
Portfolio Gate
8 - 12/06/12
7/18/13 Align Gate -07/18/13
1/6/14 Launch - 1/06/14
0 Launch - 1/06/14
4
3/31/14 Project End 0- 3/31/14
PROJECT: TiVo IP Solution PPM Number(s): 0 Report as of: 5/29/13
Risks or Issues
Risk TiVo master agreement (Extended negotiations) High Yousef Nijim 11/28/2012 45
Risk TiVo, SeaChange, Verimatrix, & NDS SOW's (Extended negotiations; incomplete scope) High L. Wasilew ski 11/28/2012 82
Risk Cox / NDS prioritization of w ork in relation to other key projects (VOD Transformation; PVE) High Meisenheimer 12/31/2012 92
Risk Changes to defined architecture; development of service composer High Meisenheimer 3/20/2013 64
Risk Lead engineer's contract expiring in July High L. Wasilew ski 7/1/2013 41
Risk 0
0
Risk 0
Risk 0
Risk 0

CVM 4.6 U VOD Transformation U 0
Adrenalin 6.3 U CVM 4.6 U 0
CDN U CTVC Channel Expansion U 0
PVE U 0
0
0
Requirements revisions need to take into account the new Updates to the DRAFT Conceptual Architecture are in process Further engagement w ith Strategic Architecture is needed 0
UI and delivery mechanism. as it relates to a Verimatrix/HLS implementation. to explore intellectual property rights issues. 0
18
7
22
3
Working w ith NDS to prioritize w ork requests for TiVo Working w ith QA on release calendar.
0
related components.
0
0
0
0
148
PROJECT: Rovi Passport 3.7 with EBIF PPM Number(s): 32877 Report as of: 5/31/13
Updated schedule and budget

Current
J
Cox is adding value to our Advanced TV services w ith a new menu for navigating approved by Product and EPM.
betw een the various view s used to brow se, search, and customize program listings. Moving forw ard w ith QA and ORT
Satisfaction
testing
Schedule Project schedule has been revised due to Spend
l
CAM: Alyse Minsky
Trio v2.0 verification testing.
Project Manager: Tom Johnson Non Labor Opex $9,738 $217,535 $207,797
Business Owner: Kelly King Capex Softw are $133,298 $102,918 ($30,380)
Scope Whole Home VoD feature has been
l
Technology Ow ner: Eric Maender Capex Hardw are $0 $34,167 $34,167
removed. Still moving forw ard w ith EBIF Marketing, Prod Dev, Net
User Agent. Adrenalin support added. Employee Labor $103,782 $579,601 $475,819
Key Partners: Sec QA, Provisioning,
OTAC, Product Deployment Contractor Labor $157,242 $761,817 $604,575
Budget Project cost currently below Alignment Key Vendors: Rovi, SeaChange and Cisco
l
Other $35,209 $306,722 $271,513
Gate budget. Rovi schedule impact is
severe at this point. Rebudgeted and
rescheduled for Adrenalin support. Target Market(s): All Cisco Markets Totals $439,269 $2,002,760 $1,563,491

● Rovi confirmed the dates for the fix window, May 13 - June 21.
●
●
●
●
● Rovi delivers final code 6/24/13
● ATL verification complete 8/14/13
● Field verification complete 9/12/13
● Go/No-Go for launch 9/20/13
●
Date MilestoneDummy
SDLC Phase:
0 - 8/11/12
Portfolio Gate
8 - 8/11/12
12/15/11 Align Gate -012/15/11
9/20/13 Launch - 9/20/13
0 Launch - 9/20/13
4
6/26/14 Project End 0- 6/26/14
PROJECT: Rovi Passport 3.7 with EBIF PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Issue DCRM issue w ill not allow recording on STBs. Rovi to address w ith hidden flag. (Issue) (High Impact) High Eric Maender 6/24/2013 ##
Issue Next test cycle for lab space scheduled in Q3 (issue) Medium Impact) Medium Eric Maender 68
Issue Bookmarking issue w ith 3.7 client code - w hen you purchase and asset bookmarking is not w orking on certain STBs High Derrick Turner ##
Risk QA test cycles could be delayed due to Q2 testing High Tom Johnson 7/3/2013 49
0
0
0
0
0
0

Rovi Passport Guide U 0
Rovi Passport Echo Guide U 0
Rovi Show Runner U 0
SeaChange SeaDac SW D 0
Site Netw ork Bandw idth D 0
0
0
0
0
0
0
0
0
0
0
0
0
150
PROJECT: Trio 2.2 PPM Number(s): 35449 Report as of: 6/3/13
Current
J
The purposes of this Trio release are to meet federal regulations, address significant Desired key features identified.
operational issues and improve the user experience for existing functions. Teams w orking to vet details.
Satisfaction

Schedule Business Requirements/Scope not Spend
l
CAM: Alyse Minsky
baselined. Impacts to completion of
deliverables for Portfolio Gate. Project Manager: Cheryl Redmond Non Labor Opex $0 $20,000 $20,000
Business Owner: Steve Necessary Capex Softw are $0 $100,000 $100,000

Scope Aspirational scope defined and ready for
l
cross-functional review /approval.
Marketing, Product, QA, Employee Labor $4,254 $143,500 $139,246
Key Partners:
Operations
Budget Budget approved through Portfolio. Key Vendors: CPS, Pandora, Music Choice
l
Other $0 $0 $0
Target Market(s): All Trio Markests Totals $20,423 $354,700 $334,277

● Completed Entrance Gate on 5/9.
● Product Concept Document in progress with 95% complete.
● Draft set of Business Requirements complete and ready for review, approval, scoring & claiming.
● Draft of Project Charter and Plan of Intent Complete. Portfolio Gate Estimates sent to Business Owners.
●
● Business Requirements Approved/Baselined 6/7/13
● Project Charter and Plan of Intent Approved 6/12/13
● Conceptual Architecture Document Complete 6/21/13
● QA Certification Complete 3/10/14
● 1st Market Launch 3/27/14
Date MilestoneDummy
SDLC Phase:
0 - 6/06/13
Portfolio Gate
8 - 6/06/13
8/29/13 Align Gate -08/29/13
3/27/14 Launch - 3/27/14
0 Launch - 3/27/14
4
6/30/14 Project End 0- 6/30/14
PROJECT: Trio 2.2 PPM Number(s): 0 Report as of: 6/3/13
Risks or Issues
Issue CPS costs being deferred to 2014 and not included in allocated funds. Guidance needed on CPS charges for 2013. High Ferro/Cloud 5/1/2013 ##
Risk BRs and Scope not finalized/approved. Impacts to deliverables for Portfolio Gate Readiness. Medium Carnegie/Redmo 6/6/2013 91
Risk Project estimates provided out of standard process. Reforecasts may not align w ith approved budget. Medium Redmond 6/30/2013 99
0
0
0
0
0
0
0

CVM U 0
IdM U 0
Trio UI U 0
Axiom U 0
0
0
Budget Forecast, Project Register, RACI, Issue-Action Item
0
Log
0
0
0
0
0
0
0
0
152
PROJECT: LDCO Phase 2.0 PPM Number(s): 33796 Report as of: 5/31/13
LDCO 2.0 expands the LDCO 1.0 Sonus netw ork for Cox LD to support tw o-w ay Current Team is attempting to accelerate the
Brief Description (scope) exchange of voice traffic betw een Cox and select service providers. It establishes an
interconnection-specific netw ork that overlays existing CDT and CB voice sw itches.
Customer
Satisfaction J schedule as much as possible to take
advantage of cost savings.

Schedule Schedule to alignment w ill have a minor Spend
l
CAM: Kevin Nichols
slip. The project is progressing very w ell
despite the color being reported because Project Manager: Daniel Paine Non Labor Opex $0 $0 $0
of EPM guidelines.
Business Owner: Chris Draper Capex Softw are $0 $0 $0
Scope Scope and business requirements
l
Technology Ow ner: Chris Draper Capex Hardw are $930,417 $1,083,987 $153,570
defined using BPA process. No changes
to scope. NSE, Backbone Eng, Ops, Employee Labor $117,444 $278,090 $160,646
Key Partners:
Sec Eng
Sonus, Juniper, Empirix,
Budget Budget tracked by month, trending on Key Vendors:
l
Anue, TEOCO Other $126,482 $62,500 ($63,982)
target.

● DB design completed based on Genband TGRP feature
● Schedule through launch review complete
● Budget through launch reviews complete
● Assured documentation 90% complete
●
● Budget review with team 5/29/13
● Alignment Gate (Assured) 6/14/13
● Alignment Gate (EPM) 6/20/13
●
●
Date MilestoneDummy
SDLC Phase:
7/16/12 Project Start0- 7/16/12
0 - 12/06/12
Portfolio Gate
8 - 12/06/12
6/14/13 Align Gate -06/14/13
1/15/14 Launch - 1/15/14
0 Launch - 1/15/14
4
7/24/14 Project End 0- 7/24/14
PROJECT: LDCO Phase 2.0 PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Issue Timeline for dev lab installation and integration are based on estimates. This w ork has never been performed before. Low Daniel P. ##
Risk Timeline for dev lab testing is based on estimates. This w ork has never been performed before. Low Daniel P. 94
Risk DB design may be more completex than originally anticipated High Daniel P. 6/14/2013 59
0
0
0
0
0
0
0

Hybrid/BTS sw itches LDCO 1.0 D 0
Long distance interconnects 0
Utilizing backbone netw ork 0
0
0
0
Business requirements (BPA) Event Engineering Design review /input to NSE, Backbone, and Security. 0
0
8
0
0
0
Functional requirements Database design
0
Design Lab testing (Dev & SVL)
Lab testing (Dev & SVL) Production launch and support 0
Production 0
0
0
154
PROJECT: IP Video Provisioning PPM Number(s): 33990 Report as of: 5/31/13
Changes to Cox's video service provisioning system to enable video services to be

Current
J
provisioned to customers that do not have an associated video CPE. i.e. CB Bulk IP
Video customers w ith different channel lineups & individual upsell behind a bulk
Satisfaction
account.
Schedule Project w as started in Oct/2012, Project is Spend
l
CAM: Alyse Minsky
in requirements/design phase currently.
Project Manager: Non Labor Opex $0 $15 $15
Business Owner: Jim Strothmann Capex Softw are $0 $0 $0

Scope For 2013, w e are planning on doing
l
Technology Ow ner: Tara Flack Capex Hardw are $0 $0 $0
development and architecture w ork. In Carrie Moore (Tech
2014, w e w ill be doing integration and Employee Labor $200,000 $1,800,000 $1,600,000
Key Partners: Ops);Debbie Walters and
deployment. Fari Kurtz (BSS) Contractor Labor $0 $1,110,000 $1,110,000
Budget Plan to spend 1.6 in 2013 and 1.3 in 2014 Key Vendors: Netcracker
l
Other $0 $0 $0
Target Market(s): All Totals $200,000 $2,910,015 $2,710,015

● Business requirements are complete - meeting is needed the week of March 11 to review with all Technology - Alyse to set up.
● Worked with the BSS team to coordinate which release this ICOMS feature will reside in.
●
●
●
● Portfolio Gate 3/14/13
● Milestone 1 - Receive Development pre-release from Netcracker (Vendor) 10/13/13
● Milestone 2 - CVM Testing complete and ICOMs Design complete. 1/14/14
● Milestone 3 - Deployment of ICOMs release 8.2.7 5/14/14
● Launch Readiness 9/14/14
Date MilestoneDummy
SDLC Phase:
10/1/12 Project Start0- 10/01/12
0 - 3/14/13
Portfolio Gate
8 - 3/14/13
8/15/13 Align Gate -08/15/13
10/1/14 Launch - 10/01/14
0 Launch - 10/01/14
4
10/1/14 Project End 0- 10/01/14
PROJECT: IP Video Provisioning PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Risk This feature must be implemented before w e launch more than 7 universtiies w ith IPTV Lee McLure 84
Risk ICOMS release 8.2.7 must be delivered for this feature to be implemented. There are only one to tw o ICOMS releases Lee McLure ##
(cont'd) a year, so if this does not roll w ith 8.2.7, the project w ill be delayed signficantly. 95
Risk We are the only customer coding against ICOMS Version 8 - if w e upgrade to version 9, w e may have to do this again. ##
0
0
0
0
0
0

Building block f or IPTV 0
0
0
0
0
0
ICOMS Version 8.2.7 0
0
0
0
0
0
0
0
0
0
0
156
PROJECT: Email Platform PPM Number(s): 33710 Report as of: 5/31/13
Current
J
Program to improve and monetize Cox email service for residential CHSI customers and
segments of the Cox Business customer base.
Satisfaction

Schedule Residential Project Plan has been Spend
l
CAM: Kevin Nichols
baselined.
Project Manager: Phillip Casper Non Labor Opex $0 $0 $0
Business Owner: Scott Wark Capex Softw are $0 $0 $0

Scope IMAP
l
Technology Ow ner: Robert Yeary Capex Hardw are $0 $0 $0
UI/UX Prod Tech, Cust Care, Field
Environment and Labs Employee Labor $114,788 $30,000 ($84,788)
Key Partners: Services, Web Strategy,
Migration Tech Ops Contractor Labor $77,524 $84,351 $6,827
Budget Residential Project Budget has been Key Vendors: Open Wave
l
Other $0 $0 $0
baselined
Target Market(s): Full Market Totals $192,312 $114,351 ($77,961)

● IMAP UAT complete
● Deployed the Cox Theme & languate changes in development
● Successful RPM builds in development
● Test Strategy in progress
● Internal review of backend SRS complete

● IMAP LRC 5/30/13
● IMAP Beta 6/4/13
● IMAP Full Launch 6/25/13
● OW production candidate 6/28/13
●

SDLC Phase:
7/26/12 Project Start0- 7/26/12
0 - 1/31/13
Portfolio Gate
8 - 1/31/13
6/1/14 Launch - 6/01/14
0 Launch - 6/01/14
4
12/31/14 Project End 0- 12/31/14
PROJECT: Email Platform PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Risk Slippage in OpenXchange GA (target 4/1) Medium Product 39
Risk CB integration Medium App Eng 14
Risk Technology resource constraints High All groups 31
0
0
0
0
0
0
0

IDM U 0
My Account D 0
Vision Tools D 0
Phone Tools D 0
0
0
none identif ied to date None identified to date Storage 0
0
0
0
0
0
0
0
0
0
0
158
PROJECT: Atlas PPM Number(s): 33588 Report as of: 5/31/13
Current
K
Cox Business SFA/CRM and Order Management solution. Development of reference Alignment Gate and overall project
architecture and 3 to 5 year BSS/OSS transformation roadmap. delays are a concern.
Satisfaction

Schedule Analysis/Design Phase w ill take additional Spend
l
CAM: Scott Nelson
time, leading do a delay in the Alignment
Gate until August. Project Manager: Frank Tom Non Labor Opex $330,010 $626,790 $296,780
Business Owner: Gil Rapley Capex Softw are $0 $0 $0

Scope All Requirements/Scope Documentation
l
has been approved by both Cox and
NetCracker, w ith no increase in Scope CB: Atl Ops, Sales, Service Employee Labor $1,004,817 $1,648,500 $643,683
Key Partners:
identified. Delivery, Supply Chain
NetCracker, Accenture,
Budget Additional budget w ill be needed to get to Key Vendors:
l
Jabian Other $0 $60,000 $60,000
the delayed Alignement Gate. 2013
Spend w ill be reduced, but overall project
costs w ill increase. Target Market(s): All Totals $6,240,203 $8,631,000 $2,390,797

● Completed Review and Signoff on all 6 NetCracker System Requirements and Analysis Phase Deliverable Packages
● Approved NetCracker Approach for Document Generation and Management, pending Proof of Concept walkthrough in Sandbox Environment
● Established full team for the ICOMS/TOMS Integration Analysis. Defined activities and timelines over the next 30 Days including impact analyis and Collision Calendar
● Received Design Phase Deliverable Templates from both the NetCracker and Cox teams.
●
● Analyze Phase Complete 6/4/13
● PRC At Risk Update 6/20/13
● Design Completion and Acceptance 8/9/13
● Alignment Gate PRC Review 8/29/13
●
Date MilestoneDummy
SDLC Phase:
0 - 12/06/12
Portfolio Gate
8 - 12/06/12
8/29/13 Align Gate -08/29/13
5/12/14 Launch - 5/12/14
0 Launch - 5/12/14
4
3/28/15 Project End 0- 3/28/15
PROJECT: Atlas PPM Number(s): 0 Report as of: 5/31/13
Risks or Issues
Issue Application Specification Methodology needs further clarifications Medium Frank Tom 1/7/2013 66
Issue Length of Analysis Phase longer than planned for at Portfolio Gate High Frank Tom 1/7/2013 66
Risk The hybrid SaaS-Managed Services operating model requires close monitoring and oversight High Davind Maharaj 2/4/2013 88
Risk External systems (ICOMS, BI) may be impacted by integration or design decisions High Rod Echols 1/27/2014 79
Risk ICOMS Interface Complexity and potential impacts High Floyd Alcorn 5/1/2013 48
Risk Data Migration Complexity High Greg Usiskin 5/1/2013 25
0
0
0
0

UNICA U Oracle ERP D Aurora D 0
GEMS U Xactly D nGO D 0
RPOST/DocuSign D EDW U ICOMS 8.2.X D 0
D & B, SAP DQM, 3PV D Remedy, MyA U 0
ICOMS D Outlook, LDAP D 0
6
Develop Traceability Plan Complete System Requirements (Functional, Technical, Conduct Architecture Review s 11
Operational) Conduct Design Review s 13
Define Process and Data Flow s
6
Define Trial Strategy
Define Launch Strategy 3
11
0
Define Test Strategy Initiate Support Documentation
0
Develop Test Plans Initiate Support Hand-of f plan development
Initiate Test Case Development 0
0
0
0
160

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PROJECTS STATUS

Week of 7th December

BitByBit Solutions Technology Team – PMO

Operational Review (15 mins) 2:05 – 2:20 pm

Key Initiative Updates (40 mins) 2:20 – 3:00 pm

Best in Class Spotlight (10 mins) 3:00 – 3:10 pm

Project Summaries (40 mins) 3:10 – 3:50 am

Wrap-up (10 mins) Kevin Hart 3:50 – 4:00 pm

Proprietary and Confidential – BitByBit Solutions – for intended recipient(s) only.

March April May June

7 Proprietary and Confidential – BitByBit Solutions – for intended recipient(s) only.

Logistics Project Items Overall Items

Bring in a guest speaker - Video, Marketing, Home

Once a quarter cover Top 10; other months include

Add standing Metrics each month, i.e. total

Proprietary and Confidential – BitByBit Solutions – for intended recipient(s) only.

Start Date/Time: May 8, 2013 9:55 PM

Affected Areas: Oklahoma and Tulsa data customers (~25K)

Root Cause: Resolution: Preventative Steps: Lessons Learned:

Proprietary and Confidential – BitByBit Solutions – for intended recipient(s) only.

Start Date/Time: April 23, 1013 6:25 AM

Affected Areas: All Call Center Operations

Root Cause: The Resolution: Preventative Steps: Lessons Learned:

Proprietary and Confidential – BitByBit Solutions – for intended recipient(s) only.

Start Date/Time: May 3, 2013 12:30 am

Affected Areas: Applications physically connected to Switch #14 were impacted

Root Cause: Resolution: Getting Preventative Lessons Learned:

12 Proprietary and Confidential – BitByBit Solutions – for intended recipient(s) only.

What is MRC? Benefits of MRC

• Maintenance Readiness Committee • Improve Reliability

What is Why are

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Technology Risk & Get Upcoming High Risk,

 Key Services and  Insight into Customer

16 Proprietary and Confidential – BitByBit Solutions – for intended recipient(s) only.

Comprehensive View of Major

Leveraged more and more…

Weekly Working Team

1 PPM must be upgraded. Our current version is end of life.

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Proprietary and Confidential – BitByBit Solutions – for intended recipient(s) only.

Proprietary and Confidential – BitByBit Solutions – for intended recipient(s) only.

Technology Transformation August Launch – Communication & Training Plan

We need your support! Attend T3. Train your teams and

Improve the experience for PMs and BAs

 Tighter integration between EPM and Assured governances

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I can't upload an MS Project

 Reduced duplicate data entry and status reports

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George Asselin Program Lead

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Communications & Training Collateral

Proprietary and Confidential – BitByBit Solutions – for intended recipient(s) only.

Olympus Governance Olympus Goals:

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Rob Smallwood Guy McCormick